Plan for the Future - Version 2010.08.09 · Plan for the Future 2011 - 2025 Version 2010.08.09 2 Some of the stand-out developments and initiatives that have occurred over the last

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Abbey Road / Railway Avenue Link 9Aquatic Centre Upgrade 11Armadale District Hall Upgrade 13Armadale Youth Activity Area 15Bakers House Refurbishment 17Equestrian Club Facilities (Palomino Park) 19Frye Park Redevelopment (Stage 2) 21Golf Course Redevelopment 23Harrisdale (North) Community and Sporting Facility 25Hilbert District Community Centre 27Hilbert (West) Community Centre 29Indoor Aquatic Facility 31Kelmscott Library Relocation 33Piara Waters (North) Community and Sporting Facility 35Piara Waters (South) Community and Sporting Facility 37Piara Waters (South East) Community and Sporting Facility 39Wungong Regional Recreation Facility 41

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Additional Staff Resourcing 45Civic Precinct Provisioning 47Community Sport and Recreation Facilities Fund Initiatives 49Cultural / Performing Arts Provisioning 51Freehold Land Sales and Investment 53Loan Borrowings 55Public Open Space Land Sales 57Recreational Reserves Development 59Specified Area Additional Services - Champion Lakes 61Specified Area Additional Services - Piara Waters / Harrisdale 63Specified Area Additional Services - Wungong 65

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Version 2010.08.09

- Key Projects Location Map

Introduction

Public Involvement and Legislative Requirements

Assumptions and Methodologies

Strategic Direction

Key Initiatives (as below)

- Key Projects

- Key Strategies

Ongoing Services and Programs

Financial Summary

Asset Sustainability Summary

City of Armadale

Our Mission

Our Values Honesty Respect Professionalism Accountability

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To provide the leadership, facilities and infrastructure that will serve the needs of our local and widercommunities.

The City of Armadale today is significantly different to what it was just a decade ago and, undoubtedly, the Cityas we know it today will again be significantly different in future years when the current population of 61,000residents is forecast to expand considerably over the next few decades.

The Plan, guided by the City's Strategic Plan, seeks to map out, in a logical sequence over time, thoseservices and facilities, both current and proposed, considered essential to support the anticipated growth of theCity, in a manner that is not only sustainable but also, importantly, consistent with the City's Mission andValues as expressed in the following statements -

Introduction

Our Vision

This Plan for the Future is, in essence, like a road map of the City's future in that it provides us with a 15 yearoutlook as to the future range of services and facilities we can expect to enjoy and benefit from within our City.

Today and the Past Decade - A City Perspective

In partnership with the City, the ARA is facilitating the development of a number of key sites that add to thevitality of the area. The ARA also has planning and development control over future residential areas in theWungong region (anticipated population growth of 40,000), key land areas of the Kelmscott town centre and isresponsible for the Champion Lakes Recreational Development and the Forrestdale Business Park.

Located only 30 minutes south-east of the Perth CBD, the City of Armadale is one of the state's fastest growingregional centres and is the heart of a bustling urban community offering all the conveniences of modern dayliving with a relaxed lifestyle.

Over the past decade the City has undergone considerable change for the better, an outcome that hascertainly been assisted, particularly in terms of the City's regional role, by the creation of the ArmadaleRedevelopment Authority (ARA) which, at Council's instigation, was formally established in 2002.

The ARA's primary role has been to assist the City in creating a strategic regional centre by generatinginvestment, education and employment opportunities throughout the district.

Forecast population, City of Armadale

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Plan for the Future 2011 - 2025

Version 2010.08.09 2

Some of the stand-out developments and initiatives that have occurred over the last decade are listed below.These will, well into the future, provide many new opportunities in terms of private and public sectorinvestment in the City and local employment for our residents, as follows -

The City's major shopping centre, Armadale Shopping Centre, completed a $75 million upgrade during thepast decade to assist in the revitalisation of the CBD and to cater for a range of new major retailers.Developers estimate that the current expansion generated more than 500 new jobs. Armadale Central hasalso recently completed its major expansion and upgrade. The two projects, together, will have increased thevalue of the Armadale CBD by over $140 million.

The revitalisation of the Kelmscott Town Centre

Major infrastructure works within the Armadale City Centre

Development of the Forrestdale Business Park

The City and the ARA have contributed significant funding to undertake joint infrastructure and streetscapeinitiatives within the City centre. The City has completed road works in Commerce Avenue, Third Road andJull Street that improve access to the City centre. In addition, new street lighting and furniture has beeninstalled, new pathways constructed and selected areas have been landscaped to further enhance theappearance of the City.

The Forrestdale Business Park, currently nearing Stage 1 completion, provides an excellent opportunity forindustrial businesses looking to expand their Western Australian operations. Affordable land and readyaccess via Tonkin Highway are just two of the major attractions to prospective business investors. Located atthe intersection of Tonkin Highway and Ranford Road, Forrestdale, this 300 hectare site provides convenientaccess to the airport and the Perth CBD. It is estimated that the Business Park, when fully developed, willgenerate 7,000 new job opportunities.

The City's Town Planning Scheme

A new state-of-the-art cinema complex

Perth's electrified rail network directly links Armadale to the Perth CBD (just 28 km away) and to all othercentres on the expanding rail network. The official opening in 2004 provided a first class entrance to theshopping and entertainment precinct that lies at the heart of the Armadale City Centre.

Construction and commissioning of the Champion Lakes international rowing complex

Located on the Albany Highway and the Armadale-to-Perth railway line, Kelmscott is also accessible viaBrookton Highway, which extends its catchment to a vast rural hinterland. Its position on the foreshore of theCanning River offers the town of Kelmscott unique advantages. Revitalisation, during the last few years, ofthe town centre of Kelmscott has been a State and Local Government initiative. Kelmscott is now seeing thebenefits of this input. Improvements to the Railway Station, shopping precinct upgrades and urban designimprovements are contributing to the transformation of Albany Highway into a safe and attractive boulevard.

Since opening in 2005 the cinema, which was borne out of an innovative tripartite agreement involving theCity, the owner of the Armadale Central site and Grand Cinemas, the cinema, and indeed the new ArmadaleCentral shopping complex, have established themselves as a very popular place for residents to frequent fortheir entertainment and shopping purposes.

Major shopping centre redevelopment in the Armadale CBD

The new, and much improved, Armadale railway station

This site boasts an international rowing course, which will act as a drawcard for athletes and tourist alike, notjust for the City, but for the entire state. The excavation of the 2.2 kilometre long and 180 metre wide rowingcourse was completed in 2005 and is the first of its kind in Australia. Proposed recreation opportunities at thesite include white water rafting for canoeing and kayaking. On the shores of the lake an Aboriginal Enterpriseand Interpretive Centre is under construction along with some of the State's most prized small-lot residentiallots.

The City introduced Town Planning Scheme No. 4, which effectively sets the scene, from a land useperspective, as to what can be expected in the future commensurate with community and businessexpectations and needs. The Scheme is ideally designed to provide the investment opportunities from whichall of the aforementioned initiatives will be able to launch.

City of Armadale

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In 2010 - 2011 a major new road realignment involving Abbey Road and Railway Avenue,Armadale will occur with major subdivision potential.

The Aquatic Centre will receive a $3.7 million upgrade with works commencing in 2010 - 2011,and will continue over a three year period.

The Heritage-listed Armadale District Hall will be upgraded, at a cost of $4.24 million, withworks commencing in 2011 - 2012.

The long-awaited Armadale Youth Activity Area will commence in 2010 - 2011 at cost, in thisPlan, of $820,000.

Bakers House, Harrisdale, a newly acquired Council facility, will be upgraded fit for publicpurpose at a cost of $950,000, commencing 2010 - 2011.

The Equestrian Club Facilities (Palomino Park) will be upgraded in 2011 - 2012 toaccommodate other equestrian clubs, at a cost of $450,000.

Accordingly, the Plan is predicated on those population estimates, which have a flow-on effect in determiningrating estimates for residential (primarily), commercial and industrial areas. The City recognises that withinthose population estimates there exists some major growth areas - the North Forrestdale region and theWungong region - both of which are west of the current significant population areas. The population estimatesfor these two regions are shown below broken up into their respective significant land development areas.

The Road Ahead - A City Perspective

With significant forecast population growth and development comes the need for prudent, but innovative andsustainable, planning, both at a community service and facility level as well as at a fiscal level. Whilst theCity's population growth over the next several years is expected to grow significantly, bringing with it newdemands on Council, the Council is also conscious of the current population and the demands placed on it bythe long-term residents of the region. Just as the last 10 years have been a time of considerable change forthe City, the forecast change over the next 20 years is anticipated to be even greater as the City's populationdoubles over that time.

Commensurate with the above population projections is the need to plan for the growth of existing services andfacilities as well as the provision of new services and facilities. In terms of proposed new services andfacilities, the following is a snapshot of some of the new project-specific initiatives that are being planned overthe next 15 years, the details of which are further explained in the following sections of this Plan -

Growth Area Population Projections(North Forrestdale and Wungong Regions)

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Version 2010.08.09 4

All submissions received by the Chief Executive Officer on, or before, 4:30 pm 21 July, 2010, will beconsidered by the Council. Once all submissions have been considered, this Plan, with or withoutmodification, will be adopted by the Council and will carry the status of a public document, and be available forinspection at the main administration office and libraries during normal office hours.

Chief Executive OfficerCity of Armadale

Locked Bag 2Armadale WA 6992Fax 08 9399 0184

[email protected]

Submissions may be lodged by letter, email or fax.

Importantly, and as part of the ongoing services and programs section of this Plan, provision has also beenmade for the upkeep and upgrade of existing assets as part of the City's asset management program. Thescheduling and scope of these works is the subject of ongoing reports to Council. Some examples of thereporting of required works anticipated to occur in the short-term include Cross Park, Armadale Arena, JohnDunn Reserve, and various public halls.

Frye Park, Kelmscott will undergo Stage 2 of the park renewal in 2010 - 2011, at a cost of justunder $2.3 million.

The City's 9-hole Golf Course will receive a much needed upgrade, commencing 2011 - 2012,at an estimated cost of $840,000.

An Invitation to Comment

- Hilbert (West) Community Centre

One of the City's most ambitious projects, an Indoor Aquatic Centre, is scheduled tocommence in 2018 - 2019 at a cost of just over $25 million.

- Piara Waters (South East) Community and Sporting Facility

Several new facilities will be constructed during the next 15 years within the City's major growthareas. These facilities include -

- Harrisdale (North) Community and Sporting Facility

The construction of a major Regional Recreation Facility in Wungong will commence in 2018 -2019 with capital costs included in this Plan of $10.7 million, although this will be considerablyhigher at completion.

Community comment is sought on any aspect of this Plan and can be made to the following -

Relocation of the Kelmscott Library is scheduled to occur in 2014 - 2015 at a cost of $800,000.

The provisioning for future redevelopment of the Civic Precinct has already commenced, andwill continue to be a focus over many years. This Plan provides for net funds of $22.5 milliondollars towards this project.

- Piara Waters (North) Community and Sporting Facility- Piara Waters (South) Community and Sporting Facility

- Hilbert District Community Centre

City of Armadale

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The Plan demonstrates the manner by which the Council intends to service the future needs of the everincreasing population. It is important to note that, although this Plan seeks to outline the future developmentinitiatives required for long-term sustainability, at no time should it be construed that all the projects andinitiatives contained within this Plan will automatically occur as per the timeframes and estimates shown.Financial projections are reviewed annually, and take into account many factors including economic conditions,community expectations and estimated population and development rates. Methods to fund the initiatives arealso reviewed in order to demonstrate affordability within the region for proposed projects and initiatives.

In addition to the legislative requirement to review the Plan and invite public comment, the City actively reviewsthe document throughout each year in order that it continues to offer relevance and supports the notions offinancial, social and environmental sustainability.

Regulations associated with Section 5.56 of the Local Government Act require that a local government -

1. Look at least 2 years into the future for the district.2. Sets out the broad objectives of the local government for the period specified.3. Reviews the Plan at least every 2 years and may make modification.4. Determines, by absolute majority, whether to adopt the Plan, with or without modification.5. Applies the Plan across the district for the period specified.6. Consults with the electors and ratepayers of the district with regard to the Plan.7. Includes a description of the involvement by the electors and ratepayers.8. Ensures that a Plan for the Future applies to each and every financial year.

The City has continuously demonstrated a high level of regard for the sustainable management of Council'sresources and this Plan for the Future not only supports sound financial management but also meets thelegislative requirements contained within the Local Government Act 1995 and associated Regulations.

Responsible financial management and effective guidance over the City's assets are at the forefront of aCouncil's most important responsibilities, with this Plan for the Future demonstrating the Council's long-termcommitment to the financial sustainability of the region.

Section 5.56 of the Local Government Act 1995 requires that -

1. A local government is to plan for the future of the district.2. Plans made under subsection 1 are in accordance with any associated Regulations.

Public Involvement and Legislative Requirements

The City has developed the Plan based around the Management Areas of the City and how they are bestincorporated into the Ongoing Services and Programs. These are also used for the determination of monthlyfinancial reporting.

Prior to the legislated requirement that all local governments must prepare Plans for the Future, the City had inplace a range of forward planning mechanisms, e.g. a Strategic Plan, a 15-Year Financial Plan, a 5-YearWorks Program to mention but a few, which collectively have provided the City with a sound foundation andforward direction on which to base and make forward projections and responsible decision-making on mattersof community and financial planning management.

Legislation

The Plan for the Future is designed to link the City's strategic direction with its financial and organisationalcapacity. The Plan is predicated on informed decisions regarding the allocation of scarce resources and,accordingly, provides an overview of the financial resources allocated to significant initiatives proposed by theCity over the next 15 years.

Each of the City's operational service delivery programs are also included in the Plan for the Future and aresummarised in the Ongoing Services and Programs section of this document.


Disability

Emergency

Equestrian

Equestrian

Forrestdale

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The Plan is developed from a wide range of input processes, some of which are outlined in the diagrambelow, and, when collated, assist in the long-term outlook of the Plan, short-term works programs and theAnnual Budget which, ultimately, is the first year of the Plan.

Children and Families Strategy

Heritage and Character Analysis

Aquatic Centre Studies

Bushfire Management Arrangement

Commercial Sustainability Plan

Community Infrastructure Plan

Convention / Arts Facility Demand Study

Cross Park Future Use Planning

North Forrestdale Community Planning

Piara Waters Oval and Pavilion Concept

Public Open Space Working Group

Roleystone Revitalisation Groups

Local Biodiversity Strategy

Local Emergency Management Plan

Local Government Strategy

Museum Interpretation Plan

Including the public advertising of this document, the City continually seeks community consultation andengagement, which serves to guide Council's decision-making when developing the Plan for the Future.Some specific examples of our consultative processes over the last 2 years, which have guided thedevelopment of this Plan, include -

Transport Study - Civic Precinct

Youth Precinct Study

Seniors / Disabilities Plan

Wungong River Management PlanFrye Park Community Concept Planning

Tourism, Volunteer and Youth Strategies

Strategic Planning Focus Groups

City of Armadale

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It is important to note that an initiative is not ultimately approved, nor automatically included, in any budgetsimply because it is considered and included in any Plan for the Future produced by Council.

Assumptions and Methodologies

The Plan has been prepared on the basis of each year of the Plan returning a balanced year-end financialposition, i.e. the sum of the revenues equals the sum of the expenditures, with minimal or no year-end surplusor deficit positions.

Financial projections are reviewed regularly, and take into account many factors including economicconditions, community expectations and estimated population and development rates. The annual review is anongoing part of Council's sound financial management process.

A Managed Loan Borrowing Program that restricts loan borrowings to purposes of asset and infrastructurecreation and contains loan repayments as a percentage of ordinary revenue (more commonly referred to as thedebt service ratio) to not more than 10% is in place.

Recognition of the City's future asset renewal requirements and funding allocations over the life of the Plan isincluded as part of any new initiative included within the Plan where it is that the initiative will have some needin the future for renewal.

Recognition of future rate revenues arising from projected new residential development is included within theRates Revenue estimates.

Consequently, new initiatives may be added or planned initiatives may be deferred, or even deleted, accordingto the priorities established by Council each review. Methods to fund the initiatives are also reviewed in orderto demonstrate affordability within the region for proposed initiatives.

Other points to note include -

All $ values are in 2009 - 2010 dollars Revenue is expressed as a negative value, expense is expressed as a positive value Rounding errors may occur, and Any reference to Year 1 means 2010 - 2011, Year 2 means 2011 - 2012 and so on

Any rates growth factors applied throughout the Plan are designed to fund new expenditure initiativesconsidered essential to the City's future economic prosperity and sustainability, and the shortfall in day-to-dayactual costs increases that are not adequately measured by any Cost Indexes that may be used.

Indicative Revenues and Expenditures

Key Elements of the Plan

All revenues and expenditures contained in this Plan are indicative only and should not be construed that thefigures contained herein will automatically be allocated exactly as shown, nor will they automatically be fundedexactly as depicted.


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The Strategic Plan, coupled with this Plan for the Future, together provide the strategic and financial directionof the City and provide the guidelines by which each Annual Budget is then set.

Our Future Direction

The future direction of the City is predicated around the following 4 major goals -

The range and quality of community services offered within the area plays a key role in making Armadale aspecial place to live by fostering community pride and involvement. Targeted outcomes include -

1.1 Services that support community growth and development 1.2 Optimum quality of life for all citizens 1.3 Access to a wide range of cultural, arts and learning opportunities 1.4 Accessible health and other support services that meet the needs of our community 1.5 Sport, recreation and leisure opportunities that contribute to community health and wellbeing 1.6 A safe community

1. Community Wellbeing

A strong local economy improves local employment opportunities and provides a broader range of services,facilities and infrastructure to the benefit of both the business and residential sectors. Targeted outcomesinclude -

3.1 A dynamic and diverse local economy 3.2 Strong and profitable local business 3.3 A skilled, mobile and diverse workforce 3.4 Local, national and international recognition 3.5 A well developed relationship with industry, commerce and government 3.6 Infrastructure that supports sustainable economic development

Strategic Direction

Strategic Plan 2010 - 2014

2. Enhanced Natural and Built Environments

3. Economic Growth

The City recently adopted a new Strategic Plan for the 2010 - 2014 period. The Strategic Plan sets outCommunity values and a vision for the future development of the City. The Plan also describes the strategiesthat will be put into place to turn that vision into a reality.

High quality, professional governance and leadership, together with effective administration of Councilresources, are essential to the success of the City. Targeted outcomes include -

4.1 Good governance and leadership 4.2 Effective strategic and business planning 4.3 An informed and engaged community 4.4 Professional and motivated staff in a safe and supportive environment 4.5 Effective and efficient administrative services 4.6 Financial sustainability and accountability for performance 4.7 Innovative and accessible customer services and information systems

The way physical infrastructure is planned, provided and maintained, and the level of care afforded to ournatural environment, has a major impact on quality of life for all citizens. Targeted outcomes include -

2.1 Long-term development that is guided by a balance between economic, social and environment 2.2 A revitalised City of Armadale 2.3 Diverse and attractive development that is integrated with the distinctive character of the City 2.4 Attractive and user-friendly streetscapes and open spaces 2.5 Safe and efficient movement of goods, services and people 2.6 Council buildings and facilities that meet community needs 2.7 Assets and infrastructure managed over the long-term to meet current and future needs 2.8 A natural environment and bushland that is sustained, enhanced and strengthened 2.9 Recognition of climate change 2.10 Best practice integrated waste management 2.11 Safe and effective disposal of domestic wastewater and stormwater

4. Good Governance and Management

City of Armadale

Year 1 Year 2 Year 3 Year 4 Year 5 Year 6Particulars 2011 2012 2013 2014 2015 2016

.Capital Allocation 2,645,000 5,290,000 5,290,000 0 0 0Operational Allocation 0 0 0 0 0 0Renewal Allocation 0 0 0 0 0 0Loan Proceeds (3,000,000) (5,290,000) (5,290,000) 0 0 0Interest Expense 0 225,000 621,800 1,018,600 793,600 0Principal 0 0 0 2,645,000 10,580,000 0To Reserve 355,000 0 6,275,700 5,578,500 0 0From Reserve 0 (225,000) 0 0 (4,476,100) 0Sale Proceeds 0 0 (6,897,500) (9,242,100) (6,897,500) 0.Required Municipal Funds 0 0 0 0 0 0

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Capital Responsibility Technical Services (Civil Works)

Operation Responsibility

Renewal Responsibility

Strategic Plan Link

It is likely that the City may need to enter into a partnership with a private land developer as part of thisstrategic project if the full potential of the land is to be realised.

Closer to the end of the road realignment process, the City will engage in calculating the most advantageous'revenue-versus-risk' assessment that is relevant to the market situation at that time.

Options available to the City for the surplus land, as outlined in the Business Plan, include -

Selling off the land

Financial Revision

Location

It is envisaged that, once the road has been realigned, the remaining land not required for road reserve willhave the potential to become a revenue generating project - a matter that has already been accepted byCouncil via an adopted Business Plan.

Subdivision and subsequent sale of the land

Build and develop the land

Abbey Road / Railway Avenue Link

Project Brief

Information Snapshot

An identified need to realign Abbey Road and Railway Avenue, Armadale, to reduce traffic incidents in theimmediate vicinity has opened up an opportunity for the City to pursue a substantial urban renewal project.

In order to perform the realignment, several parcels of land have been, and are in the process of, beingpurchased.

Financial Details

Initiative Basis

2.5.1 Provide a safe and efficient movement network including local and arterial roads …

Not Applicable

Not Applicable

Corporate Services (Corporate Funds)

Saturday, 19 June 2010 - Council Workshop

Funding Responsibility

Intersection - Abbey Road / Armadale Road / Railway Avenue, Armadale (Map Reference A)

Council Decision


Year 7 Year 8 Year 9 Year 10 Year 11 Year 12 Year 13 Year 14 Year 15 Total2017 2018 2019 2020 2021 2022 2023 2024 2025

0 0 0 0 0 0 0 0 0 13,225,0000 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 (13,580,000)0 0 0 0 0 0 0 0 0 2,659,0000 0 0 0 0 0 0 0 0 13,225,0000 0 0 0 0 0 0 0 0 12,209,2000 0 0 0 0 0 0 0 0 (4,701,100)0 0 0 0 0 0 0 0 0 (23,037,100)

0 0 0 0 0 0 0 0 0 0

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Concept / Map

Asset Management Expense Projections

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$1,200k

$2,400k

$3,600k

$4,800k

$6,000k

2011 2014 2017 2020 2023

Capital Allocation Operational Allocation Renewal Allocation

City of Armadale


.Capital Allocation 1,430,000 2,050,000 250,000 0 0 0Operational Allocation 0 0 0 0 0 0Renewal Allocation 0 0 0 136,500 136,500 136,500Loan Proceeds (1,430,000) (1,300,000) 0 0 0 0Interest Expense 0 106,700 201,200 196,200 190,900 185,100Principal 0 32,500 64,600 69,500 74,800 80,500Capital Grants Sport and Recreation 0 (750,000) (250,000) 0 0 0...Required Municipal Funds 0 139,200 265,800 402,200 402,200 402,100

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Technical Services (Technical Services)

Not Applicable

Technical Services (Property)

Community Services (Community Development)

2.6.1 Provide and maintain Council buildings, facilities and public amenities


Champion Drive, Seville Grove (Map Reference B)

Council Decision

Capital Responsibility




Initiative Basis

Strategic Plan Link

Financial Revision

Upgrade of the Centre's hydraulic systems

Renewal of all change rooms and out buildings


A core outcome of that Study was the realisation that, prior to any consideration being given to the futureconstruction of an indoor facility, renewal works are required in order to permit the current facility to continue tooperate.

Other aspects that delayed the construction of the Indoor Aquatic Facility included an unsuccessful fundingapplication to the Department of Sport and Recreation (placing the project outside of Council's immediatefinancial capacity to construct the new facility) as well as studies that identified that the City was not yet at apopulation optimum capacity to ensure the ongoing viability of such a facility.

Accordingly, major works agreed upon for immediate commencement consist of -

Remedial works on the concourse, grandstands and pool basins

Location

Aquatic Centre Upgrade

Project Brief

Improvements to the kiosk and outdoor facilities

A proposal to increase capacity at the Armadale Aquatic Centre with the introduction of an indoor facility,incorporating a 25 metre pool, family leisure pool and additional support facilities, has been the subject of asignificant Needs Assessment and Feasibility Study by Council.

Financial Details



0 0 0 0 0 0 0 0 0 3,730,0000 0 0 0 0 0 0 0 0 0

136,500 136,500 136,500 136,500 136,500 136,500 136,500 136,500 136,500 1,638,0000 0 0 0 0 0 0 0 0 (2,730,000)

179,000 172,400 165,200 157,600 149,300 140,500 130,900 120,600 109,500 2,205,10086,700 93,300 100,400 108,100 116,400 125,200 134,800 145,100 156,200 1,388,100

0 0 0 0 0 0 0 0 0 (1,000,000)

402,200 402,200 402,100 402,200 402,200 402,200 402,200 402,200 402,200 5,231,200

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Concept / Map


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$500k

$1,000k

$1,500k

$2,000k

$2,500k

2011 2014 2017 2020 2023


City of Armadale


.Capital Allocation 0 735,000 3,010,000 495,000 0 0Operational Allocation 0 0 0 30,000 30,000 30,000Renewal Allocation 0 0 0 113,800 113,800 113,800Loan Proceeds 0 (735,000) (2,760,000) 0 0 0Interest Expense 0 0 54,200 256,000 247,100 237,300Principal 0 0 51,600 118,400 127,400 137,100Capital Grants Heritage Council 0 0 (250,000) (250,000) 0 0...Required Municipal Funds 0 0 105,800 763,200 518,300 518,200

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2.3.2 Ensure preservation and maintenance of heritage buildings …




Initiative Basis

The Armadale District Hall is listed on the State Heritage Register and, as a consequence, any redevelopmentor changes to the facility are influenced by the State Heritage Council.

Armadale District Hall Upgrade

Intersection - Jull Street / Church Avenue, Armadale (Map Reference C)





Strategic Plan Link

Council Decision


Financial Details

Financial Revision

Location

Based upon Councillor and community feedback requests, Council has determined to set aside funds to bothinvestigate the future of the facility and, once that future has been determined, plan and implement anyrequired modifications.

Given the current situation of a major review of the Civic Precinct (bounded by Jull Street, Orchard Avenue,Church Avenue and Minnawarra Park) the future of the District Hall, and any modifications proposed to it, willbe contingent upon any changes within the remainder of the Civic Precinct, the limitations of the facility givenits Heritage status, its current uses and any future proposed uses.

Project Brief



0 0 0 0 0 0 0 0 0 4,240,00030,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 360,000

113,800 113,800 113,800 113,800 113,800 113,800 113,800 113,800 113,800 1,365,6000 0 0 0 0 0 0 0 0 (3,495,000)

226,800 215,600 203,400 190,400 176,300 161,200 146,900 137,600 127,500 2,380,300147,600 158,800 171,000 184,000 198,100 213,200 121,700 131,000 141,100 1,901,000

0 0 0 0 0 0 0 0 0 (500,000)

518,200 518,200 518,200 518,200 518,200 518,200 412,400 412,400 412,400 6,251,900

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Concept / Map


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$700k

$1,400k

$2,100k

$2,800k

$3,500k

2011 2014 2017 2020 2023


City of Armadale


.Capital Allocation 760,000 60,000 0 0 0 0Operational Allocation 0 0 25,000 25,000 25,000 25,000Renewal Allocation 0 0 28,000 28,000 28,000 28,000Capital Grants Sport and Rec / Lotterywest (500,000) 0 0 0 0 0Revenue Other POS Funds Transfer 0 (60,000) 0 0 0 0.....Required Municipal Funds 260,000 0 53,000 53,000 53,000 53,000

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2.4.1 Implement townscape, streetscape and parkland improvements …


Orchard Avenue, Armadale (Map Reference D)

Financial Revision

Council DecisionInitiative Basis

Financial Details


Strategic Plan Link

Location



After consultation with the local community in relation to youth services and activities, the City engaged aleading skate park design company to consider options for a street real youth activity and skate facility.

Technical Services (Parks)



The brief for the project design was that it must incorporate the expressed needs of Armadale's young peoplewithin a design that was unlike traditional skate parks and more of a social and interactive 'community' activityarea.


Department of Sport and Recreation Grant

Lotterywest Grant

Funding for the activity area will be sourced from a variety of areas, including -

Project Brief

Armadale Youth Activity Area


In recent times there have been numerous approaches to Council, both formal and informal, in relation to youthactivities within the Armadale CBD - in particular with reference to the provision of skate facilities.

Also, importantly, was that the design must complement the current Central Business District community andtie in with both the built and natural environment.

Public Open Space Funds

Council Municipal Funds



0 0 0 0 0 0 0 0 0 820,00025,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 325,00028,000 28,000 28,000 28,000 28,000 28,000 28,000 28,000 28,000 364,000

0 0 0 0 0 0 0 0 0 (500,000)0 0 0 0 0 0 0 0 0 (60,000)

53,000 53,000 53,000 53,000 53,000 53,000 53,000 53,000 53,000 949,000

Version 2010.08.09 16

Concept / Map


-

$200k

$400k

$600k

$800k

$1,000k

2011 2014 2017 2020 2023


City of Armadale


.Capital Allocation 510,000 274,500 165,500 0 0 0Operational Allocation 0 40,000 40,000 40,000 40,000 40,000Renewal Allocation 0 0 26,300 26,300 26,300 26,300Loan Proceeds (344,500) 0 0 0 0 0Interest Expense 0 25,400 23,500 21,600 19,400 17,100Principal 0 24,200 26,000 28,000 30,200 32,500Capital Grants Lotterywest / Development (165,500) (265,500) (165,500) 0 0 0...Required Municipal Funds 0 98,600 115,800 115,900 115,900 115,900

17

The facility is scheduled to transfer from the North Forrestdale Development Contribution arrangement's control to the City in 2010 - 2011 and will become a community centre for the new communities in the area.

Structural alterations (primarily for disability access)

Information technology and communications infrastructure additions

New fixtures, furniture and external infrastructure


Community Services (Community Development) / Development Services (Project Co-ordination)




Strategic Plan Link

Financial Revision

Location

Initiative Basis


Welcome Meander, Harrisdale (Map Reference E)

North Forrestdale Development Contribution Plan


A significant contribution to this refurbishment will be undertaken through the Development Contribution Planwhilst grant funding opportunities will also be explored once a specified purpose has been established.

Upgrades to kitchen and toilets (including disability access)


2.7.2 Address the infrastructure requirements of the various community plans


The 500m2 granite stone homestead has been constructed out of recycled materials from the Kellerberrin Hoteland the Mogumber Bridge.

Financial Details

Located in Harrisdale, Bakers House is a large residential homestead originally built and owned by the Bakerfamily and currently used by the Harrisdale Land Developers as a site office.


The future purpose has yet to be finalised by Council, however certain upgrades and modifications will berequired to bring the facility up to a public building standard, including -

Bakers House Refurbishment

Project Brief



0 0 0 0 0 0 0 0 0 950,00040,000 40,000 40,000 40,000 40,000 40,000 40,000 40,000 40,000 560,00026,300 26,300 26,300 26,300 26,300 26,300 26,300 26,300 26,300 341,900

0 0 0 0 0 0 0 0 0 (344,500)14,600 12,000 9,100 6,000 2,700 0 0 0 0 151,40035,000 37,600 40,500 43,600 46,900 0 0 0 0 344,500

0 0 0 0 0 0 0 0 0 (596,500)

115,900 115,900 115,900 115,900 115,900 66,300 66,300 66,300 66,300 1,406,800

Version 2010.08.09 18

Concept / Map


-

$120k

$240k

$360k

$480k

$600k

2011 2014 2017 2020 2023


City of Armadale


.Capital Allocation 0 450,000 0 0 0 0Operational Allocation 0 0 3,000 3,000 3,000 3,000Renewal Allocation 0 0 15,700 15,700 15,700 15,700Loan Proceeds 0 (300,000) 0 0 0 0Interest Expense 0 0 22,300 21,400 20,500 19,500Principal 0 0 11,400 12,200 13,200 14,200Capital Grants Sport and Recreation 0 (150,000) 0 0 0 0...Required Municipal Funds 0 0 52,400 52,300 52,400 52,400

19

2.6.2 Develop new buildings and facilities in accordance with asset management principles …





Project Brief

Location

Initiative Basis


Strategic Plan Link

Equestrian Club Facilities (Palomino Park)


Palomino Place, Champion Lakes (Map Reference F)

Specific upgrade items are yet to be determined.



Financial Revision

Financial Details

In late 2009, the City commissioned a Needs Study relating to the sustainability of the City's 3 equestrianfacilities. This Needs Study was later received by Council in March 2010.

Out of this Study came the need to pursue a Feasibility Study containing greater detail into options for thefuture of these facilities, which was received by Council in June 2010.

The studies recommended that the City continue to support 2 of the facilities - those based at Palomino Park,Champion Lakes, and Fletcher Park, Armadale .

It was also recommended that the third site (Pries Park, Kelmscott) be withdrawn from service and that theClubs currently located at this venue be relocated to Palomino Park.

It has been acknowledged by Council that, in their current condition and nature, the facilities at Palomino Parkrequire upgrading for this relocation to occur.

Consequently, the upgrading of the facilities at Palomino Park to enable the grounds to cater for the additionalusage has been earmarked for 2012, with funding for the upgrade to be a combination of loan borrowings andDepartment of Sport and Recreation Grants.


Council Decision




0 0 0 0 0 0 0 0 0 450,0003,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 39,000

15,700 15,700 15,700 15,700 15,700 15,700 15,700 15,700 15,700 204,1000 0 0 0 0 0 0 0 0 (300,000)

18,400 17,200 16,000 14,600 13,200 11,600 9,900 8,100 6,200 198,90015,300 16,400 17,700 19,000 20,500 22,000 23,700 25,500 27,500 238,600

0 0 0 0 0 0 0 0 0 (150,000)

52,400 52,300 52,400 52,300 52,400 52,300 52,300 52,300 52,400 680,600

Version 2010.08.09 20

Concept / Map


-

$120k

$240k

$360k

$480k

$600k

2011 2014 2017 2020 2023


City of Armadale


.Capital Allocation 2,280,000 0 0 0 0 0Operational Allocation 0 55,000 55,000 55,000 55,000 55,000Renewal Allocation 0 119,000 119,000 119,000 119,000 119,000Loan Proceeds (1,067,000) 0 0 0 0 0Interest Expense 0 79,600 77,700 75,700 73,600 71,300Principal 0 24,300 26,100 28,100 30,300 32,600Capital Grants Sport and Recreation (900,000) 0 0 0 0 0From Reserve (160,000) 0 0 0 0 0..Required Municipal Funds 153,000 277,900 277,800 277,800 277,900 277,900

21






Strategic Plan Link

Financial Revision

Location

Initiative Basis

Technical Services (Parks) / Technical Services (Property)




New cricket pitches

New cricket practice nets

Stage 2 of the Frye Park Redevelopment involves -

Frye Park Redevelopment (Stage 2)

Project Brief

Stage 1 of the Frye Park Redevelopment commenced in 2009. Works, as part of this Stage, included -

Replacement of the playing surface

Construction of a new playground

Work is expected to be complete in time for the 2001 winter sports season.

Upgraded drainage systems

Renewal of reticulation infrastructure

Clifton Street, Kelmscott (Map Reference G)

Council Decision

Financial Details

Car parking for over 100 vehicles

Construction of a new 600 m2 pavilion and change room facility, with multi-purpose hall, meetingroom, commercial kitchen and servery





0 0 0 0 0 0 0 0 0 2,280,00055,000 55,000 55,000 55,000 55,000 55,000 55,000 55,000 55,000 770,000

119,000 119,000 119,000 119,000 119,000 119,000 119,000 119,000 119,000 1,666,0000 0 0 0 0 0 0 0 0 (1,067,000)

68,800 66,100 63,200 60,100 56,800 53,200 49,300 45,100 40,700 881,20035,100 37,700 40,600 43,700 47,100 50,700 54,500 58,700 63,200 572,700

0 0 0 0 0 0 0 0 0 (900,000)0 0 0 0 0 0 0 0 0 (160,000)

277,900 277,800 277,800 277,800 277,900 277,900 277,800 277,800 277,900 4,042,900

Version 2010.08.09 22


Concept / Map

-

$500k

$1,000k

$1,500k

$2,000k

$2,500k

2011 2014 2017 2020 2023


City of Armadale


.Capital Allocation 0 137,000 629,000 74,000 0 0Operational Allocation 0 0 25,000 50,000 50,000 50,000Renewal Allocation 0 0 0 21,000 21,000 21,000Loan Proceeds 0 (100,000) (100,000) 0 0 0Interest Expense 0 0 7,400 14,200 13,100 11,900Principal 0 0 7,000 14,600 15,700 16,900Capital Grants Sport and Rec / Development 0 0 (450,000) 0 0 0...Required Municipal Funds 0 37,000 118,400 173,800 99,800 99,800

23

Refurbishment of the 'clubhouse' facilities

Strategic Plan Link

Financial Revision

Location

Initiative Basis

Potential construction of a driving range





Prior to any redevelopment work commencing, a study will be undertaken to provide recommendations aboutthe future of the golf course and the redevelopment options.

During initial planning of the Wungong Urban Water Development Plan, consideration was given to thecreation of an 18-hole Golf Estate, however following a vast number of studies, this idea was passed over dueto the current close locations of other high quality golf courses in the area.

Consequently, it was recommended to Council that a modest upgrade of the existing facilities take place, whichmay include -

Fairway upgrades

Upgrades to the greens

Renewal of the reticulation and fencing

The City of Armadale Golf Course is a 9-hole, sand-greens course located in an environmentally sensitiveregion near Forrestdale Lake.

Golf Course Redevelopment

Project Brief

Financial Details








Forrest Road, Forrestdale (Map Reference H)

Council Decision



0 0 0 0 0 0 0 0 0 840,00050,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 625,00021,000 21,000 21,000 21,000 21,000 21,000 21,000 21,000 21,000 252,000

0 0 0 0 0 0 0 0 0 (200,000)10,600 9,200 7,700 6,100 4,300 2,500 800 0 0 87,80018,200 19,500 21,000 22,700 24,500 26,300 13,600 0 0 200,000

0 0 0 0 0 0 0 0 0 (450,000)

99,800 99,700 99,700 99,800 99,800 99,800 85,400 71,000 71,000 1,354,800

Version 2010.08.09 24

Concept / Map


-

$150k

$300k

$450k

$600k

$750k

2011 2014 2017 2020 2023


City of Armadale


.Capital Allocation 0 0 0 0 0 0Operational Allocation 0 0 0 0 0 0Renewal Allocation 0 0 0 0 0 0Loan Proceeds 0 0 0 0 0 0Interest Expense 0 0 0 0 0 0Principal 0 0 0 0 0 0Capital Grants Education / Development 0 0 0 0 0 0...Required Municipal Funds 0 0 0 0 0 0

25

Location

Development Services (Project Co-ordination) / Community Services (Comm Development)




Harrisdale (North) Community and Sporting Facility

Project Brief

Initiative Basis

Financial Details




Strategic Plan Link

Financial Revision



Reilly Road, Harrisdale (Map Reference I)

This strategic project allows for 1 of those senior-sized sporting and recreation facilities.



The specific concept and design of this facility is yet to be determined.


The City's Community Infrastructure planning work has identified the need for 9 senior-size playing fields in theNorth Forrestdale Development sector to allow for the development of organised sporting and recreationactivity.

Through a joint arrangement with the Department of Education and Training, public open space will be co-located with a public primary school site to enable a senior-sized playing field and a modest pavilion facility tobe developed.

Responsibility for the operation and maintenance of the site will be shared between the City and theDepartment of Education and Training through a site-specific agreement, with one of the objectives being areduction in costs to both parties in providing these facilities.

Funding for the development is expected to occur via Development contributions, the Department of Educationand Training and other government grants.



0 2,186,900 0 0 0 0 0 0 0 2,186,9000 0 60,000 60,000 60,000 60,000 60,000 60,000 60,000 420,0000 0 33,400 33,400 33,400 33,400 33,400 33,400 33,400 233,8000 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 00 (2,186,900) 0 0 0 0 0 0 0 (2,186,900)

0 0 93,400 93,400 93,400 93,400 93,400 93,400 93,400 653,800

Version 2010.08.09 26

Concept / Map


-

$150k

$300k

$450k

$600k

$750k

2011 2014 2017 2020 2023


City of Armadale


.Capital Allocation 0 0 0 0 850,000 1,830,000Operational Allocation 0 0 0 0 0 0Renewal Allocation 0 0 0 0 0 0Capital Grants Lotterywest / Development 0 0 0 0 (850,000) (1,800,000)......Required Municipal Funds 0 0 0 0 0 30,000

27

Initiative Basis

Hilbert District Community Centre

Project Brief





~ Forrest Road, Hilbert (Map Reference J)

Wungong Urban Water Development Contribution Plan

Location



Strategic Plan Link

Financial Revision





The City has undertaken considerable Community Planning work to identify community infrastructurerequirements for the western growth areas of Forrestdale and Wungong Urban Water.

This work has identified the need for 2,500 m2 of 'community use' building activity space to meet the needs ofthe Wungong Urban Water Development sector.

The State Government has set guidelines for the establishment of facility types and sizes based on populationand demographics and this facility is consistent with the Liveable Neighbourhoods sustainable cities initiative.

Dependant on the progression of the Wungong Urban Water Development, the Hilbert District CommunityCentre, to be located in the new town centre, is likely to be the first of four community sites developed in thisgrowth area to service the needs of an anticipated population of over 35,000.


Financial Details

This proposed facility is a District level facility of 1,650 m2 that will be able to accommodate a wide range ofcommunity-based programs and activities. At this stage it is anticipated that funding for this facility will besourced through Development contributions and external grants.




120,000 0 0 0 0 0 0 0 0 2,800,00050,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 450,00070,000 70,000 70,000 70,000 70,000 70,000 70,000 70,000 70,000 630,000

0 0 0 0 0 0 0 0 0 (2,650,000)

240,000 120,000 120,000 120,000 120,000 120,000 120,000 120,000 120,000 1,230,000

Version 2010.08.09 28

Concept / Map


-

$400k

$800k

$1,200k

$1,600k

$2,000k

2011 2014 2017 2020 2023


City of Armadale


.Capital Allocation 0 0 0 0 0 0Operational Allocation 0 0 0 0 0 0Renewal Allocation 0 0 0 0 0 0Capital Grants Lotterywest / Development 0 0 0 0 0 0......Required Municipal Funds 0 0 0 0 0 0

29







~ Hopkinson Road, Hilbert (Map Reference K)

Wungong Urban Water Development Contribution Plan


As part of an overall requirement to establish 5,000 m2 of building space designed for community use in theWungong Urban Water Development sector, as recommended by the State Government Liveable

Neighbourhoods sustainable cities initiative, this proposed facility is an 800 m 2, local level Community Centre.



Project Brief

Final usage and design of the planned community use facility will not be determined until closer to theconstruction date, however it is important that projects, such as this, are provided for in the City's Plan for theFuture to ensure that community needs, and adequate asset management, can be catered for in the future.

At this stage it is anticipated that funding for the strategic project will be sourced through Developmentcontributions and government grants.

Hilbert (West) Community Centre



Strategic Plan Link

Financial Revision

Location

Initiative Basis


Financial Details



0 0 310,000 1,090,000 30,000 0 0 0 0 1,430,0000 0 0 0 40,000 40,000 40,000 40,000 40,000 200,0000 0 0 0 35,000 35,000 35,000 35,000 35,000 175,0000 0 (300,000) (800,000) 0 0 0 0 0 (1,100,000)

0 0 10,000 290,000 105,000 75,000 75,000 75,000 75,000 705,000

Version 2010.08.09 30

Concept / Map


-

$240k

$480k

$720k

$960k

$1,200k

2011 2014 2017 2020 2023


City of Armadale


.Capital Allocation 0 0 0 0 0 0Operational Allocation 0 0 0 0 0 0Renewal Allocation 0 0 0 0 0 0Loan Proceeds 0 0 0 0 0 0Interest Expense 0 0 0 0 0 0Principal 0 0 0 0 0 0Capital Grants Sport and Recreation 0 0 0 0 0 0Revenue Other POS Funds 0 0 0 0 0 0..Required Municipal Funds 0 0 0 0 0 0

31

The Armadale Aquatic Centre was constructed in 1979 and is one of the City's main recreation facilities withattendances averaging 130,000 per annum.

The need to upgrade the Centre and provide an indoor, year-round facility has been the subject of muchdiscussion over the years and several previous Council reports.

In 2004, the City undertook a comprehensive Needs Assessment Study that supported the need for an indooraquatic facility to cater for the City's growing population. A Feasibility Study was then completed in 2005 thatconsidered options for meeting that need, and assessed the viability of the various options.

The revised concept plan for the redevelopment of the Armadale Aquatic Centre, based on the 2005 FeasibilityStudy, includes an indoor 25 metre pool, water features, foyer, meeting and function rooms, integratedgymnasium and creche service.

This concept provides a range of services to the community and long-term financial viability for the Centre.The estimated cost of the facility is $25 million, staged over a 4 year period, commencing 2018 - 2019.

Champion Drive, Seville Grove (Map Reference L)

Council Decision






Project Brief

Due to the high cost of the proposed new indoor aquatic facility, and limited external funding for the project,Council was unable to afford the new facility in the short-term and the decision was made to defer the projectuntil the City's population had grown sufficiently for it to be viable. In reaching that decision, Councilacknowledged that the ageing condition of the existing facilities and infrastructure would require a majorrefurbishment and upgrade in the shorter term (Refer - Aquatic Centre Upgrade page 11)



Indoor Aquatic Facility




Location

Initiative Basis

Financial Details


Strategic Plan Link

Financial Revision



0 0 4,000,000 10,500,000 7,900,000 2,800,000 0 0 0 25,200,0000 0 0 0 75,000 300,000 300,000 300,000 300,000 1,275,0000 0 0 0 0 630,000 630,000 630,000 630,000 2,520,0000 0 (4,000,000) (9,500,000) (6,900,000) (2,800,000) 0 0 0 (23,200,000)0 0 0 298,300 999,900 1,490,500 1,661,500 1,616,000 1,566,800 7,633,0000 0 0 90,900 313,900 494,800 596,300 641,800 690,900 2,828,6000 0 0 (500,000) (500,000) 0 0 0 0 (1,000,000)0 0 0 (500,000) (500,000) 0 0 0 0 (1,000,000)

0 0 0 389,200 1,388,800 2,915,300 3,187,800 3,187,800 3,187,700 14,256,600

Version 2010.08.09 32


Concept / Map

-

$2,400k

$4,800k

$7,200k

$9,600k

$12,000k

2011 2014 2017 2020 2023


City of Armadale


.Capital Allocation 0 0 0 190,000 595,000 15,000Operational Allocation 0 0 0 0 0 22,500Renewal Allocation 0 0 0 0 0 19,600Loan Proceeds 0 0 0 (190,000) (595,000) 0Interest Expense 0 0 0 0 14,000 56,900Principal 0 0 0 0 13,300 56,200Employee Costs 0 0 0 0 0 27,000Lease Payments 0 0 0 0 168,700 168,700..Required Municipal Funds 0 0 0 0 196,000 365,900

33

This project seeks to recognise the need for the Kelmscott Library Service to move to premises having agreater floor space in response to forecast increases in library membership, library visits and modern libraryservice levels.


Not Applicable

1.3.1 Provide libraries that support life long learning opportunities




The need for larger premises was identified in the Library Strategy Plan undertaken in 2005. The followingcomments from that Plan refer -

The 2 most significant issues Council's Library Service faces are space and customer choice.Space to house collections and host activities and provide connectivity to the digital world, andcustomer choice from a deeper, richer, and more rewarding selection of print and non-printitems.

By 2016 it is expected that today's 26,000 registered customers will have grown to 42,500, thenumber of library visits will have increased from 250,000 per annum to 400,000 per annum.

The Plan identifies that Kelmscott will require a District Centre Library of 1,000 m2 by 2016 to serve apopulation of 20,000 in the Kelmscott / Roleystone catchment, with new, or expanded, premises required.



Albany Highway, Kelmscott (Map Reference M)

Council Decision

Kelmscott Library Relocation

Project Brief

The current Kelmscott Library Service is located in leased premises on Albany Highway, Kelmscott, and has

been operating from this location since early 2005. The leased space approximates 500 m2 but service iscompromised by the physical limitations of the building. Recently the City exercised its renewal option for afurther 5 year lease term to October 2014.



Financial Details

Strategic Plan Link

Financial Revision

Location

Initiative Basis




0 0 0 0 0 0 0 0 0 800,00022,500 22,500 22,500 22,500 22,500 22,500 22,500 22,500 22,500 225,00019,600 19,600 19,600 19,600 19,600 19,600 19,600 19,600 19,600 196,000

0 0 0 0 0 0 0 0 0 (785,000)52,600 47,900 42,900 37,600 31,900 25,600 19,000 11,800 4,600 344,80060,500 65,000 70,000 75,400 81,200 87,300 94,000 101,200 81,000 785,10027,000 27,000 27,000 27,000 27,000 27,000 27,000 27,000 27,000 270,000

168,700 168,700 168,700 168,700 168,700 168,700 168,700 168,700 168,700 1,855,700

350,900 350,700 350,700 350,800 350,900 350,700 350,800 350,800 323,400 3,691,600

Version 2010.08.09 34


Concept / Map

-

$150k

$300k

$450k

$600k

$750k

2011 2014 2017 2020 2023


City of Armadale


.Capital Allocation 1,160,000 2,381,000 2,259,000 0 0 0Operational Allocation 0 0 0 120,000 120,000 120,000Renewal Allocation 0 0 0 136,500 136,500 136,500Loan Proceeds (1,160,000) (731,000) 0 0 0 0Interest Expense 0 86,200 137,100 131,400 125,200 118,600Principal 0 43,900 75,000 80,700 86,900 93,500Capital Grants Sport and Rec / Development 0 (1,650,000) (2,259,000) 0 0 0...Required Municipal Funds 0 130,100 212,100 468,600 468,600 468,600

35


Nicholson Road, Piara Waters (Map Reference N)


Oval and car park lighting






The provision of a new oval and pavilion in Piara Waters (North) is a major community and sporting facilityproject forming part of the City's strategy for provision of active sporting facilities, as identified in the ActiveSporting Reserves Needs Assessment and various feasibility studies associated with the North ForrestdaleDevelopment Contribution Plan.

Landscaped drainage swales


Playing fields to accommodate 2 senior soccer pitches overlaid on 1 full size Australian RulesFootball oval, plus a senior size cricket oval

Children's playground

The key elements of the proposal include -

Pathways and landscaping

Community and sporting pavilion overlooking the playing fields incorporating function facilities forup to 180 people, meeting spaces, change rooms and alfresco seating area.

Access roads and 100 car parking bays to service the complex

Cricket nets

Entry statement to the park

Financial Details



Strategic Plan Link

Financial Revision

Location

Initiative Basis



Project Brief

Piara Waters (North) Community and Sporting Facility



0 0 0 0 0 0 0 0 0 5,800,000120,000 120,000 120,000 120,000 120,000 120,000 120,000 120,000 120,000 1,440,000136,500 136,500 136,500 136,500 136,500 136,500 136,500 136,500 136,500 1,638,000

0 0 0 0 0 0 0 0 0 (1,891,000)111,400 103,800 95,500 86,500 77,000 66,700 55,600 43,600 30,700 1,269,300100,700 108,300 116,700 125,600 135,100 145,400 156,500 168,500 181,400 1,618,200

0 0 0 0 0 0 0 0 0 (3,909,000)

468,600 468,600 468,700 468,600 468,600 468,600 468,600 468,600 468,600 5,965,500

Version 2010.08.09 36

Concept / Map


-

$500k

$1,000k

$1,500k

$2,000k

$2,500k

2011 2014 2017 2020 2023


City of Armadale


.Capital Allocation 0 0 0 0 0 1,365,000Operational Allocation 0 0 0 0 0 0Renewal Allocation 0 0 0 0 0 0Loan Proceeds 0 0 0 0 0 0Interest Expense 0 0 0 0 0 0Principal 0 0 0 0 0 0Capital Grants Sport and Rec / Development 0 0 0 0 0 (1,365,000)...Required Municipal Funds 0 0 0 0 0 0

37





Location

Initiative Basis

~ Armadale Road, Piara Waters (Map Reference O)




Strategic Plan Link

Financial Revision



Piara Waters (South) Community and Sporting Facility

Project Brief




Financial Details

The City and the Education Department will collaboratively plan the site and, until such time as a concept planhas been prepared for the site, the Piara Waters (North) Community and Sporting Facility is the model that willbe used to guide planning and estimating for the site.

Advice received by the City from the Education Department indicates that construction of the first primaryschool in the North Forrestdale Development Contribution Plan Area will be constructed in the Central region,commencing in 2012 - 2013, with a projection for a school to be constructed every 3 years.

The Piara Waters (South) Community and Sporting Facility will be built concurrently with the school to belocated in the South region of the Scheme Area. This school is currently the preferred second site forconstruction. Consequently, construction for this facility is likely to commence in 2015 - 2016.

To be located on Public Open Space adjacent to the primary school site in Piara Waters (South), the facility isintended to operate as a shared-use facility under a Memorandum of Understanding and site-specificagreement with the Department of Education and Training.



2,733,200 1,451,800 0 0 0 0 0 0 0 5,550,0000 40,000 120,000 120,000 120,000 120,000 120,000 120,000 120,000 880,0000 35,000 139,000 139,000 139,000 139,000 139,000 139,000 139,000 1,008,000

(1,089,500) 0 0 0 0 0 0 0 0 (1,089,500)0 81,000 77,800 74,400 70,800 66,800 62,600 58,000 53,100 544,5000 41,300 44,400 47,800 51,500 55,400 59,600 64,200 69,100 433,300

(1,643,700) (1,451,800) 0 0 0 0 0 0 0 (4,460,500)

0 197,300 381,200 381,200 381,300 381,200 381,200 381,200 381,200 2,865,800

Version 2010.08.09 38


Concept / Map

-

$600k

$1,200k

$1,800k

$2,400k

$3,000k

2011 2014 2017 2020 2023


City of Armadale


.Capital Allocation 0 0 0 0 0 0Operational Allocation 0 0 0 0 0 0Renewal Allocation 0 0 0 0 0 0Loan Proceeds 0 0 0 0 0 0Interest Expense 0 0 0 0 0 0Principal 0 0 0 0 0 0Capital Grants Education / Development 0 0 0 0 0 0...Required Municipal Funds 0 0 0 0 0 0

39


~ Nicholson Road, Piara Waters (Map Reference P)



Responsibility for the operation and maintenance of the site will be shared between the City and theDepartment of Education and Training through a site-specific agreement, which should result in cost savings toeach party in these areas.


Piara Waters (South East) Community and Sporting Facility

The site comprises public open space co-located with a school site to create a land parcel large enough toaccommodate the proposed grounds and facilities.

This is one of 9 senior-size sporting grounds required in the North Forrestdale Development sector, andincludes a senior-size playing field and a modest pavilion facility.

This is a shared site between the City of Armadale and the Department of Education and Training.

Project Brief

Financial Details

Strategic Plan Link

Financial Revision

Location

Initiative Basis






It is anticipated that funding for the development will be sourced through Development contributions,Department of Education and Training funding and other government grants.







0 0 0 2,071,900 0 0 0 0 0 2,071,9000 0 0 0 60,000 60,000 60,000 60,000 60,000 300,0000 0 0 0 33,400 33,400 33,400 33,400 33,400 167,0000 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 00 0 0 (2,071,900) 0 0 0 0 0 (2,071,900)

0 0 0 0 93,400 93,400 93,400 93,400 93,400 467,000

Version 2010.08.09 40

Concept / Map


-

$600k

$1,200k

$1,800k

$2,400k

$3,000k

2011 2014 2017 2020 2023


City of Armadale


.Capital Allocation 0 0 0 0 0 0Operational Allocation 0 0 0 0 0 0Renewal Allocation 0 0 0 0 0 0Professional Services 0 200,000 0 0 550,000 750,000Capital Grants Sport and Rec / Development 0 0 0 0 0 0Revenue Other POS Funds 0 0 0 0 0 0Fees and Charges 0 0 0 0 0 0...Required Municipal Funds 0 200,000 0 0 550,000 750,000

41


Armadale Road, Haynes (Map Reference Q)

Wungong Urban Water Development PlanInitiative Basis



A jointly funded Active Sporting Reserves Study by the City, Armadale Redevelopment Authority and theDepartment of Sport and Recreation has made recommendation to Council in relation to the future recreationneeds of the City and, in particular, the Haynes / Hilbert redevelopment areas in Wungong Urban Water.

Approximately 40 hectares of land, in close proximity to the intersection of Tonkin Highway and ArmadaleRoad, has been identified for Regional Recreation that will support the future needs of the City as it grows to apopulation of 110,000 by the year 2025.

The facility will comprise of multiple open space playing fields, sports pavilions, adequate car parking, grandstands, lighting, as well as potential for some hard court sporting facilities.

The final funding model for the Wungong Regional Recreation Facility is yet to be confirmed and is to beincluded as part of the more detailed planning work yet to be undertaken. It is, however, anticipated that thefunding model will comprise a mix of Development contributions, Department of Sport and Recreation Grantsand funding from Lotterywest. Loan borrowings and Armadale Redevelopment Authority contributions are alsolikely funding sources.

The rate of development at this site will very much be driven by the rate of population growth experienced bythe City.









Strategic Plan Link

Location

Financial Revision

Financial Details

Wungong Regional Recreation Facility

Project Brief

A significant sporting facility, the project is scheduled for concept planning in 2011 - 2012, followed by detaileddesign work in 2015 - 2016. Commencement of construction is scheduled in 2019.



0 0 3,200,000 1,461,000 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000 10,661,0000 0 0 0 250,000 250,000 250,000 250,000 250,000 1,250,0000 0 0 0 500,000 500,000 500,000 500,000 500,000 2,500,0000 0 0 0 0 0 0 0 0 1,500,0000 0 (3,200,000) (1,361,000) (1,100,000) (1,100,000) (1,100,000) (1,100,000) (1,100,000) (10,061,000)0 0 0 (100,000) (100,000) (100,000) (100,000) (100,000) (100,000) (600,000)0 0 0 0 (5,000) (10,000) (10,000) (10,000) (10,000) (45,000)

0 0 0 0 745,000 740,000 740,000 740,000 740,000 5,205,000

Version 2010.08.09 42


Concept / Map

-

$700k

$1,400k

$2,100k

$2,800k

$3,500k

2011 2014 2017 2020 2023


City of Armadale

43

H

Bakers House Refurbishment

G

Frye Park Redevelopment (Stage 2)

E

IHarrisdale (North)

Community and Sporting Facility

Golf Course Redevelopment

Key Projects Location Map

D

Armadale Youth Activity Area

B

Aquatic Centre Upgrade

A

C

Armadale District Hall Upgrade

Abbey Road / Railway Avenue Link

F

Equestrian Club Facilities (Palomino Park)

E

F

H

I

J

K

N

O

P

Q

Armadale Road

Nic

ho

lso

n R

oad

To

nki

n H

igh

way


Version 2010.08.09 44

Hilbert (West) Community Centre

L

Indoor Aquatic Facility

Piara Waters (North) Community and Sporting

Facility

O

J

Hilbert District Community Centre

K

Q

Wungong Regional Recreation Facility

N

Piara Waters (South) Community and Sporting

Facility

PPiara Waters (South East) Community and Sporting

Facility

M

Kelmscott Library Relocation

CA

B

D

G

L

M

Brookton Highway

Alb

any

Hig

hw

ay

City of Armadale


.Capital Allocation 39,300 11,200 67,000 0 84,000 0Operational Allocation 0 0 0 0 0 0Renewal Allocation 0 0 0 0 0 0Employee Costs 400,500 670,800 811,400 811,100 811,200 811,100Asset Disposal 0 0 (19,000) 0 (38,000) 0Vehicles 9,000 9,000 18,000 18,000 27,000 27,000....Required Municipal Funds 448,800 691,000 877,400 829,100 884,200 838,100

45

Technical Services (Property) / Technical Services (Support)

The City is a service-based organisation and resources are a key consideration when planning for the future.This initiative -

Seeks to recognise that, as the range and extent of services provided by the City increases(commensurate with an increasing population) there will be a corresponding need to increasestaff resources, and

Proposes that an allocation be provided corporately, each year, to allow for increases to the full-time staffing complement, before becoming the responsibility of each of the individualDirectorates.

It is to be noted that the City's current staff numbers compare favourably with other growth local governments,reflecting a considered and responsible approach to human resource management at the City. Part of thisconsidered approach includes the presentation to Council, each year, of a staff level report prepared by theChief Executive Officer for decision making by Council when allocating resources as part of the annual budgetprocess.


Not Applicable

Council Decision

Not Applicable


4.1.7 Ensure appropriate resources to support service delivery standards


Not Applicable

Additional Staff Resourcing

Initiative Basis

Financial Details




Strategic Plan Link

Financial Revision

Location


Strategy Brief



84,000 0 84,000 0 84,000 0 84,000 0 84,000 621,5000 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0

811,100 811,100 811,100 811,100 811,100 811,100 811,100 811,100 811,100 11,616,000(57,000) 0 (57,000) 0 (57,000) 0 (57,000) 0 (57,000) (342,000)27,000 27,000 27,000 27,000 27,000 27,000 27,000 27,000 27,000 351,000

865,100 838,100 865,100 838,100 865,100 838,100 865,100 838,100 865,100 12,246,500

Version 2010.08.09 46

(Source - The West Australian Local Government Directory 2010 - WALGA)

Further Information

Employee Numbers for Councils with Populations Greater Than 30,000(2008 - 2009)

y = 0.0053x

0

200

400

600

800

1,000

0 40,000 80,000 120,000 160,000 200,000

Armadale (2010)

Employee Numbers(Not including Short-Term Contract or Casual Staff)

0

100

200

300

2002 2005 2008

City of Armadale


.To Reserve 0 122,200 294,800 832,300 1,060,900 1,000,900From Reserve 0 (122,200) 0 (832,300) (221,100) (392,100)........Required Municipal Funds 0 0 294,800 0 839,800 608,800

47


Initiative Basis



Strategic Plan Link

Financial Revision

Not Applicable

Council Decision

Not Applicable

Not Applicable

Commercial / office / retail opportunities

Studies are currently underway to determine the concept, staging and funding of the development, access,parking and traffic considerations, as well as the cultural and heritage needs of the precinct.

A variety of other needs assessments are also being undertaken in the areas of arts and convention facilitiesas well as opportunities for commercial and office utilisation. At this stage, the establishment of a ReserveAccount is considered prudent so that identified funds can be directed towards this project via the Reserve.


As stated earlier, it is anticipated that other funding sources, including borrowings, will be required for thismajor civic project.


Capital Responsibility Not Applicable

Financial Details

Location


4.1.7 Ensure appropriate resources to support service delivery standards

Strategy Brief

This Plan contains provisioning for a major expansion project, still to be defined, that will provide anappropriate civic precinct. Provisioning is in the form of reserving funds, but will most likely be adjusted toborrowings, within the City's borrowing strategy constraints. The project will include -

With the projected population growth within the City of Armadale expected to reach in excess of 120,000 by2031, the expectation on service delivery will mean that the current civic precinct and administration facilitieswill not provide the level of amenity and service demanded by residents.

The rapidly growing community of Armadale has a right to expect a civic precinct and administration complexthat provides the breadth and range of services in a prosperous regional centre.

Civic function space

Administrative office requirements

Civic Precinct Provisioning



909,000 747,200 3,569,800 1,539,100 1,317,200 1,466,700 3,374,600 4,743,400 6,219,200 27,197,300(7,600) (224,600) (2,300,000) (27,200) (33,500) (390,300) (122,800) 0 0 (4,673,700)

901,400 522,600 1,269,800 1,511,900 1,283,700 1,076,400 3,251,800 4,743,400 6,219,200 22,523,600

Version 2010.08.09 48

Further Information

Civic Precinct ProvisioningCumulative Funds

-

$5,000k

$10,000k

$15,000k

$20,000k

$25,000k

2011 2014 2017 2020 2023

JULL STREET

CHU

RCH

A

VEN

UE

City of Armadale


.Capital Allocation 25,500 140,000 140,000 140,000 140,000 140,000Operational Allocation 0 2,500 5,000 7,500 10,000 12,500Renewal Allocation 0 5,000 10,000 15,000 20,000 25,000Capital Grants Clubs / CSRFF (17,000) (80,000) (80,000) (80,000) (80,000) (80,000)......Required Municipal Funds 8,500 67,500 75,000 82,500 90,000 97,500

49

Each year the Department of Sport and Recreation invites funding applications for capital works under thisprogram. The types of projects eligible for funding include -

Modifications and additions to existing facilities to increase opportunities for participation

Upgrading of existing facilities to better suit current and future needs, and

Funding is available for up to one-third of the cost of the eligible projects (maximum grant is $4 million) with theremaining funds to be provided by the local government and / or the club or community group.

The closing date each year for applications occurs in October, with the results being advised in March of theyear following.

Construction of new sport and recreation facilities


The strategy makes financial provision in each year of the Plan (other than the first) for project costs totalling$140,000 and revenues of $80,000 made of grants and club / community group contributions.

This strategy is in response to the State Government's Community Sport and Recreation Facilities Fund(CSRFF) program administered and funded through the Department of Sport and Recreation.

Strategy Brief

Importantly, the strategy also makes provision for the additional maintenance and asset renewal costsassociated with any successful grant applications.



Community Sport and Recreation Facilities Fund Initiatives

Financial Details



Strategic Plan Link

Financial Revision

Location

Initiative Basis


Each year the City invites local clubs and community groups to make application before the end of September.This provisioning is for those smaller local projects submitted by those local clubs community groups.




1.5.1 Provide and promote Council sport, recreation and leisure facilities


Various

Council Decision



140,000 140,000 140,000 140,000 140,000 140,000 140,000 140,000 140,000 1,985,50015,000 17,500 20,000 22,500 25,000 27,500 30,000 32,500 35,000 262,50030,000 35,000 40,000 45,000 50,000 55,000 60,000 65,000 70,000 525,000

(80,000) (80,000) (80,000) (80,000) (80,000) (80,000) (80,000) (80,000) (80,000) (1,137,000)

105,000 112,500 120,000 127,500 135,000 142,500 150,000 157,500 165,000 1,636,000

Version 2010.08.09 50

Further Information


-

$60k

$120k

$180k

$240k

$300k

2011 2014 2017 2020 2023


City of Armadale


.To Reserve 0 0 0 0 0 0From Reserve 0 0 0 0 0 0........Required Municipal Funds 0 0 0 0 0 0

51

Further studies to inform the scope and opportunities are planned in the later years of this Plan.

Given that the City's focus is strongly on heritage, and that contemporary cultural interests andconcerns are not catered for to any significant extent, there are obvious gaps in the 'menu' fromwhich local residents can make their leisure and entertainment choices. Armadale does nothave a major public performing arts venue or a cinema complex or even commercial venueswhere popular music can be regularly enjoyed. If Armadale's residents want to enjoy liveperformances or see a movie, they mostly have to hop in the car or on a train and go elsewherewithin the metro area. This is particularly the case for the City's younger people. In workingtowards the provision of a wider range of cultural facilities, ideally within a strategicallydeveloped cultural precinct or precincts, achieving the right mix of component parts will beessential.

The last report commissioned by the City on Cultural Facilities was in May 2000. The recommendationscontained in that Report were many and the associated funding was considered beyond Councils means at thetime. As a result, these recommendations, other than the cinema complex, have not yet been advancedfurther.

The strategy is generally in response to the following Report commentary -

The Plan makes provision for $500,000 per annum to be aside in a Reserve Account, commencing in Year 7,to firstly commission necessary further studies and establish funds for capital works and / or contributions.

The Cultural / Performing Arts Provisioning strategy seeks to set aside funding in a Reserve Account towardsthe provision of a cultural / performing arts facility, or partnering with another group or organisation to satisfythis likely expectation.

Not Applicable

Council Decision

Not Applicable


1.3.2 Promote and support community arts, historical and cultural facilities and events


Strategic Plan Link

Not Applicable

Initiative Basis

Financial Revision

Cultural / Performing Arts Provisioning

Strategy Brief


Financial Details





Not Applicable

Location



500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 4,500,0000 0 0 0 0 0 0 0 0 0

500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 4,500,000

Version 2010.08.09 52

Further Information

Cultural / Performing Arts ProvisioningCumulative Funds

-

$1,000k

$2,000k

$3,000k

$4,000k

$5,000k

2011 2014 2017 2020 2023

City of Armadale


.Land Sales (1,365,000) (770,000) (10,300,000) (4,750,000) 0 0Sales Expense 124,000 70,000 936,300 431,800 0 0To Reserve 1,241,000 700,000 9,363,700 4,318,200 0 0.......Required Municipal Funds 0 0 0 0 0 0

53

$4.7 million

$15.6 million

Development Services (Planning)

4.6.2 Actively pursue alternative sources of revenue for Council's assets and operations


Not Applicable

Not Applicable

Location

Initiative Basis

Various

Council Decision


Strategy Brief


The Freehold Land Sales and Investment Strategy, that was first initiated in 2007 - 2008, seeks to moreeffectively manage the City's Land Assets by maximising returns, disposing and investing in new assets (whereappropriate), and allocating funds to strategic capital works.

It is proposed that 70% of the proceeds from proposed land sales be re-invested in revenue producing assetsyielding a higher investment return with the remainder, 30%, being applied to major asset / capital creationprograms. The key estimates for this strategy, as contained in the following dot points, are -

Potential net proceeds from proposed land sales

70% reinvestment in revenue producing assets / investments

30% Allocation to various major initiatives

Not Applicable



Strategic Plan Link

Financial Revision

Freehold Land Sales and Investment

Financial Details


$10.9 million


Bavich Road Lot 235 Armadale

Brigade Road Lot 50 Forrestdale

Carrawatha Avenue Lot 60 Mount Nasura

Clifton Street Lot 20 / 21 Kelmscott

Connell Avenue Lot 33 Kelmscott

Galong Place Lot 1 Armadale

Numulgi Street Lot 300 Armadale

Page Road Lot 39 Kelmscott

Wallangarra Drive Lot 108 Bedfordale


0 0 0 0 0 0 0 0 0 (17,185,000)0 0 0 0 0 0 0 0 0 1,562,1000 0 0 0 0 0 0 0 0 15,622,900

0 0 0 0 0 0 0 0 0 0

Version 2010.08.09 54

Property Locations Identified for the Freehold Land Sales Strategy

Further Information

City of Armadale


.Loan Proceeds (675,000) (675,000) 0 0 0 0Interest Expense 0 49,800 95,900 88,300 80,200 71,500Principal 0 47,400 98,400 105,900 114,000 122,700. 0 0 0 0 0 0. 0 0 0 0 0 0. 0 0 0 0 0 0....Required Municipal Funds (675,000) (577,800) 194,300 194,200 194,200 194,200

55

Council Decision




Not Applicable

Not Applicable



Part funding of infrastructure works by way of loans is considered a fair and equitable means of sharing thecost amongst current and future ratepayers given both current and future ratepayers will benefit from suchworks.


Not Applicable

Not Applicable

Financial Details

Loan Borrowings

Strategy Brief



Strategic Plan Link

Financial Revision

Location

Initiative Basis

As part of the City's managed loan borrowing strategy, supplementary (to proposed loan borrowings for specificmajor projects) loan borrowings are proposed to fund necessary annual infrastructure works, e.g. roads,footpaths, drainage and reserves.


$'000

Opening Principal Outstanding Balance - 2010 10,928$

Loan Proceeds for Strategic Items 50,032$

Principal Repayments on Strategic items (24,885)$

Principal Repayments on Ongoing Loans (11,310)$

Closing Principal Outstanding Balance - 2025 24,765$


0 0 0 0 0 0 0 0 0 (1,350,000)62,200 52,100 41,200 29,500 16,900 5,200 0 0 0 592,800

132,100 142,200 153,100 164,800 177,300 91,900 0 0 0 1,349,8000 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0

194,300 194,300 194,300 194,300 194,200 97,100 0 0 0 592,600

Version 2010.08.09 56

Total City Loan Borrowings Summary

Further Information

Total City Loan Borrowings - Outstanding Principal

-

$7,000k

$14,000k

$21,000k

$28,000k

$35,000k

2011 2014 2017 2020 2023

City of Armadale


.Land Sales (1,940,000) (1,430,000) (825,000) 0 0 0Sales Expense 176,300 130,000 75,000 0 0 0To Trust 1,763,700 1,300,000 750,000 0 0 0.......Required Municipal Funds 0 0 0 0 0 0

57


Various

Not Applicable

Not Applicable

Development Services (Planning)

Potential net proceeds from proposed POS sales

30% reinvestment in regional recreational initiatives

Initiative Basis


Council Decision

Not Applicable

Location

New capital works on remaining POS lands(includes other revenue sources)

The Public Open Space (POS) Land Sales strategy, first launched in 2007 - 2008, has, as its primary objective,a more efficient and effective utilisation of POS land holdings across the City.

The Strategy seeks to identify and sell POS land holdings that are superfluous to current and futurerequirements, with 30% of the net sale proceeds being directed to a Regional Recreation holding account, andthe balance to be spent on improving those POS land holdings to be retained.

$7.4 million

$2.2 million

$5.2 million



The detailed works program for this initiative are under continuous development due, in large part, to the self-imposed discipline that no associated works will commence until such time as POS land sale proceeds havebeen confirmed and received.

This strategy is underpinned by a Precinct methodology, which effectively means that the majority of proceedsfrom POS sales in a particular precinct (of which there are 10) are to be spent on improving the remaining POSland holdings in that same precinct. The estimates for the total strategy are summarised as follows -

Strategic Plan Link

Financial Revision


Financial Details



Public Open Space Land Sales

Strategy Brief


Pindari Court Lot 2647 A - Westfield

Slee Avenue Lot 300 A - Westfield

Ives Place Lot 2902 B - Seville Grove

Scotia Place Lot 2906 B - Seville Grove

Donald Court Lot 301 C - West Armadale

Emerald Court Lot 298 E - Mount Richon

Arbuthnot Street Lot 210 F - Clifton Hills

Boondi Place Lot 209 F - Clifton Hills

Weston Terrace Lot 10 F - Clifton Hills

Bromfield Drive Lot 226 H - Mount Nasura

Glenfield Place Lot 222 H - Mount Nasura

Hicks Road Lot 501 H - Mount Nasura

Millen Street Lot 2032 H - Mount Nasura

Wandoo Street Lot 2115 H - Mount Nasura

Banken Street Not applicable N - West


0 0 0 0 0 0 0 0 0 (4,195,000)0 0 0 0 0 0 0 0 0 381,3000 0 0 0 0 0 0 0 0 3,813,700

0 0 0 0 0 0 0 0 0 0

Version 2010.08.09 58

Property Locations Identified for the Public Open Space Land Sales Strategy

Further Information

City of Armadale


.Capital Allocation 0 0 0 0 150,000 150,000Operational Allocation 0 0 0 0 0 7,500Renewal Allocation 0 0 0 0 0 15,000.......Required Municipal Funds 0 0 0 0 150,000 172,500

59




2.4.2 Maintain and improve the quality, amenity and accessibility of open spaces


Various

Council Decision


Location

Initiative Basis

The strategy also makes provision for the associated additional maintenance and asset renewal costs.

This strategy, scheduled to commence in Year 5 of the Plan, is primarily targeted at raising the general amenityand standard of Public Open Space parks and reserves throughout the City, in keeping with communityexpectations.

The strategy provides for $150,000 to be spent each year on improving parks and reserves and is additional toother planned parks and reserves improvement and maintenance initiatives including, for example, theproposed works totalling $5.2 million to be funded from the Public Open Space Land Sales Strategy and theprovision and upkeep of higher standard Public Open Space areas in new residential estates like those inPiara Waters / Harrisdale, Champion Lakes and Wungong, which are, in part, funded by proposed SpecifiedArea Rates.

Details of the proposed $150,000 per annum Recreational Reserves Development program will be preparedand costed nearer the date the strategy is planned to commence.

Strategy Brief

Recreational Reserves Development






Strategic Plan Link

Financial Revision

Financial Details



150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 1,650,00015,000 22,500 30,000 37,500 45,000 52,500 60,000 67,500 75,000 412,50030,000 45,000 60,000 75,000 90,000 105,000 120,000 135,000 150,000 825,000

195,000 217,500 240,000 262,500 285,000 307,500 330,000 352,500 375,000 2,887,500

Version 2010.08.09 60

Further Information


-

$100k

$200k

$300k

$400k

$500k

2011 2014 2017 2020 2023


City of Armadale


.Capital Allocation 0 0 0 0 0 0Operational Allocation 56,500 91,500 91,500 91,500 91,500 91,500Renewal Allocation 35,000 38,700 58,700 78,500 98,400 98,400Rates 0 (49,800) (75,400) (101,000) (126,600) (126,600)......Required Municipal Funds 91,500 80,400 74,800 69,000 63,300 63,300

61

Champion Lakes Area

Council Decision

The purpose of this strategy is to levy a Specified Area Rate, pursuant to the Local Government Act 1995 (asamended) , on a specified area, in this case the Champion Lakes area, the purpose of which is to maintain andenhance the Public Open Space (POS) amenity of this new residential estate by way of increased andimproved service levels in comparison to POS service levels provided throughout the remainder of the City.

The service to be provided and funded by the Specified Area Rate will generally entail increased levels ofmaintenance, operations and renewals in these specified POS areas.

Works to be included, but not limited to, are -

Garden beds

Park infrastructure





Initiative Basis


Strategy Brief



Irrigation systems

Park lighting

Collection of litter

Turf surfaces

It is proposed that the rates component of this strategy commence in Year 2 of this Plan (2011-2012).


Contract management

Specified Area Additional Services - Champion Lakes




Strategic Plan Link

Financial Revision

Location

Financial Details



0 0 0 0 0 0 0 0 0 091,500 91,500 91,500 91,500 91,500 91,500 91,500 91,500 91,500 1,337,50098,400 98,400 98,400 98,400 98,400 98,400 98,400 98,400 98,400 1,293,300

(126,600) (126,600) (126,600) (126,600) (126,600) (126,600) (126,600) (126,600) (126,600) (1,618,800)

63,300 63,300 63,300 63,300 63,300 63,300 63,300 63,300 63,300 1,012,000

Version 2010.08.09 62

Further Information


-

$50k

$100k

$150k

$200k

$250k

2011 2014 2017 2020 2023


City of Armadale


.Capital Allocation 0 0 0 0 0 0Operational Allocation 310,000 340,000 400,000 420,000 444,000 444,000Renewal Allocation 406,200 441,700 477,300 477,300 477,300 477,300Rates (362,100) (394,200) (431,700) (435,200) (439,400) (439,400)......Required Municipal Funds 354,100 387,500 445,600 462,100 481,900 481,900

63


The rates component of this strategy first commenced in 2009-2010.

Garden beds

Park infrastructure





Location

Initiative Basis

Financial Details

The purpose of this strategy is to levy a Specified Area Rate, pursuant to the Local Government Act 1995 (asamended) , on a specified area, in this case the North Forrestdale area, the purpose of which is to maintainand enhance the Public Open Space (POS) amenity of this new residential estate by way of increased andimproved service levels in comparison to POS service levels provided throughout the remainder of the City.



Turf surfaces

Piara Waters / Harrisdale Area

Council Decision



Strategic Plan Link

Financial Revision



Specified Area Additional Services - Piara Waters / Harrisdale

Strategy Brief

Irrigation systems

Park lighting


Contract management





0 0 0 0 0 0 0 0 0 0444,000 444,000 444,000 444,000 444,000 444,000 444,000 444,000 444,000 6,354,000477,300 477,300 477,300 477,300 477,300 477,300 477,300 477,300 477,300 7,052,800

(439,400) (439,400) (439,400) (439,400) (439,400) (439,400) (439,400) (439,400) (439,400) (6,456,600)

481,900 481,900 481,900 481,900 481,900 481,900 481,900 481,900 481,900 6,950,200

Version 2010.08.09 64

Further Information


-

$250k

$500k

$750k

$1,000k

$1,250k

2011 2014 2017 2020 2023


City of Armadale


.Capital Allocation 0 0 0 0 0 0Operational Allocation 0 40,000 102,600 165,500 228,900 336,600Renewal Allocation 0 0 78,900 158,600 240,300 361,800Rates 0 0 (101,500) (204,100) (309,200) (465,600)......Required Municipal Funds 0 40,000 80,000 120,000 160,000 232,800

65

Park lighting


Wungong Urban Water Area

Council Decision



The purpose of this strategy is to levy a Specified Area Rate, pursuant to the Local Government Act 1995 (asamended) , on a specified area, in this case the Wungong Urban Water area, the purpose of which is tomaintain and enhance the Public Open Space (POS) amenity of this new residential estate by way of increased and improved service levels in comparison to POS service levels provided throughout the remainder of theCity.




Location

Initiative Basis




Contract management

It is proposed that the rates component of this strategy commence in Year 3 of this Plan (2012-2013).

Financial Details

Specified Area Additional Services - Wungong

Strategy Brief


Strategic Plan Link


Renewal Responsibility Technical Services (Parks)


Turf surfaces

Garden beds

Park infrastructure

Irrigation systems

Financial Revision



0 0 0 0 0 0 0 0 0 0459,000 588,800 718,500 829,700 941,000 1,052,100 1,144,800 1,237,500 1,330,200 9,175,200493,500 633,000 772,500 892,500 1,011,000 1,131,000 1,230,600 1,330,400 1,430,000 9,764,100

(635,000) (814,500) (994,000) (1,148,100) (1,301,300) (1,455,400) (1,583,600) (1,711,900) (1,840,100) (12,564,300)

317,500 407,300 497,000 574,100 650,700 727,700 791,800 856,000 920,100 6,375,000

Version 2010.08.09 66

Further Information


-

$600k

$1,200k

$1,800k

$2,400k

$3,000k

2011 2014 2017 2020 2023


City of Armadale

67

Critical, and fundamental, to the City's future success and sustainability is the diverse and numerous ongoingservices and programs that the City provides on a daily basis, many of which are mandated by legislation.

In developing the Plan for the Future, these programs are subjected to a critical evaluation on a progressivebasis to ensure that the programs -

Remain relevant Deliver value for money Reflect the most appropriate method of delivering the service Are not duplicating services already available from other service providers Have a reasonable level of demand Are financially sustainable, and Are socially sustainable

Detailed infrastructure projects are yet to be fully endorsed by Council and, as such, do not appear asindividual values in the Plan. Indicative funding levels have been established for improvements and renewal ofeach of the infrastructure assets of Council. The net value of these works is included within the values coveredin the following pages. Detailed project programs will firstly be endorsed by Council and managed with regardbeing had to the relevant allocation of funds provided.

The Ongoing Services and Programs have been grouped into the following key strategic directions, as outlinedin the City's Strategic Plan 2010 - 2014 -

Community Wellbeing Enhanced Natural and Built Environments Economic Growth Good Governance and Management

Approximately $35 million per annum (average over 15 years) of total net fund allocations is set aside for theprovision of ongoing services and programs.

Examples within the following tables include -

Maintenance and improvement of over 550 kms of road network Maintenance and improvement of over 1,600 hectares of parks and reserves Maintenance and improvement of over 180 public buildings Library services provision at 3 locations Building, health and planning services Cultural and community events Ranger and emergency services Recreation and leisure services Corporate governance and financial management services

The Local Government Act 1995, at Section 1.3, states, in part -

1. This Act provides for a system of local government by - b. Describing the functions of local governments; and d. Providing a framework for the administration and financial management of local government;

and

3. In carrying out its functions, a local government is to use its best endeavours to meet the needs of currentand future generations through an integration of environmental protection, social advancement and economicprosperity.

Ongoing Services and Programs

Overview


Ongoing Services and Programs - Net Commitment over the Life of the Plan

17% Community Wellbeing

56% Enhanced Natural and Built Environment

7% Economic Growth

20% Good Governance and Management

Ongoing Services and Programs - Revenue from Ordinary Activities - Excluding Rates

19% Operating Grants, Subsidies and Contributions

65% Fees and Charges

16% Interest Earnings

Ongoing Services and Programs - Expense from Ordinary Activities - Excluding Non-Cash Items

42% Employment, Office and Professional

40% Facilities and Projects / Works

18% Interest and Other Expense

Ongoing Services and Programs - Major Assets and Infrastructure

18% Land and Buildings

54% Roads

8% Drainage

6% Pathways

14% Parks and Reserves

Version 2010.08.09 68

Graphical Illustrations

City of Armadale


.Community Development 1,647,200 1,654,500 1,654,500 1,654,500 1,644,500 1,644,500Community Services 386,500 386,500 433,200 671,000 740,400 809,800Health 684,700 655,600 655,600 655,600 655,600 655,600Leisure Services 695,000 711,700 695,000 693,900 693,900 693,900Libraries and Heritage 2,220,600 2,201,000 2,161,000 2,157,900 2,161,000 2,161,000Rangers and Emergency 615,300 602,900 602,900 602,900 602,900 602,900....Required Municipal Funds 6,249,300 6,212,200 6,202,200 6,435,800 6,498,300 6,567,700

69

Community Wellbeing

Scope

Financial Details

The range and quality of community services offered within the area plays a key role in making Armadale aspecial place to live by fostering community pride and involvement.

Administration and operation of halls, outdoor sporting complexes, recreational programs, public swimmingpools and indoor sporting complexes.

Administration and operation of halls, outdoor sporting complexes, recreational programs, public swimmingpools and indoor sporting complexes.

Libraries and Heritage

Rangers and EmergencyAdministration and operation of fire prevention services, animal control, voluntary emergency service groups,the control of off-road vehicles, enforcement of local laws and vehicle impoundment.

Services (Primary)

Administration and operation of services relating to indigenous support, volunteers, youth, aged and disabled,events and community development.

Community Development

Community Services

Health

Leisure Services

Administration of the Executive Director of Community Services' Office, including specialist projects relating tothe Community Services Directorate.

Administration and operation of local libraries, museums, historical facilities and tourism information offices.



1,644,500 1,644,500 1,644,500 1,644,500 1,644,500 1,644,500 1,644,500 1,644,500 1,644,500 24,700,200879,200 948,600 1,018,000 1,087,400 1,156,800 1,226,200 1,295,600 1,365,000 1,434,400 13,838,600655,600 655,600 655,600 655,600 655,600 655,600 655,600 655,600 655,600 9,863,100710,600 693,900 693,900 693,900 693,900 710,600 693,900 693,900 693,900 10,461,900

2,161,000 2,157,900 2,161,000 2,161,000 2,161,000 2,157,900 2,161,000 2,161,000 2,161,000 32,505,300602,900 602,900 602,900 602,900 602,900 602,900 602,900 602,900 602,900 9,055,900

6,653,800 6,703,400 6,775,900 6,845,300 6,914,700 6,997,700 7,053,500 7,122,900 7,192,300 100,425,000

Version 2010.08.09 70

Targeted Outcomes

Services that support community growth and development

Optimum quality of life for all citizens

Access to a wide range of cultural, arts and learning opportunities

Accessible health and other support services that meet the needs of our community

Sport, recreation and leisure opportunities that contribute to community health and wellbeing

A safe community

Net Commitment Projections

-

$1,600k

$3,200k

$4,800k

$6,400k

$8,000k

2011 2014 2017 2020 2023

City of Armadale


.Asset Management 210,100 253,100 253,100 253,100 253,100 253,100Building (256,100) (256,100) (256,100) (256,100) (256,100) (256,100)Civil Works 5,769,800 5,908,800 6,168,800 6,434,000 6,704,400 6,980,200Environment Planning 289,100 292,900 292,900 292,900 292,900 258,100Parks 5,951,600 6,223,400 6,199,400 6,226,900 6,305,900 6,386,500Planning 1,409,400 1,347,100 1,347,100 1,302,300 1,302,300 1,302,300Property 4,523,500 3,796,400 3,805,100 3,863,800 3,872,500 3,881,200Support (294,700) (294,700) (294,700) (294,700) (294,700) (294,700)Technical Services 2,806,300 2,993,400 3,068,400 3,083,400 3,098,400 3,113,400Waste (754,000) (754,000) (754,000) (754,000) (754,000) (754,000)Required Municipal Funds 19,655,000 19,510,300 19,830,000 20,151,600 20,524,700 20,870,000

71

Support

Services (Primary)

Enhanced Natural and Built Environments

Scope

Monitoring and recording of Council assets and infrastructure and development of plans for their maintenanceand renewal.

Administration, regulation, maintenance and construction of streets, roads, bridges, pathways, drainage andassociated components, under the City's control.

Building

Civil Works

Administration, inspection and operations concerned with application of building standards.

Maintenance and construction of recreation grounds, parks, gardens, streetscapes, road verges androundabouts.

Parks

Planning

PropertyProvision and maintenance of Council's built assets such as community facilities, sporting clubs and pavilions,public halls and toilets, and administration centres.

Technical ServicesAdministration of the Executive Director of Technical Services' Office, including specialist projects relating tothe Technical Services Directorate.

The way physical infrastructure is planned, provided and maintained, and the level of care afforded to ournatural environment, has a major impact on quality of life for all citizens.

Environment Planning

Asset Management

Financial Details

WasteAdministration and operation of refuse collection and disposal services, including general, recyclable andgreen waste collection, and associated sites.

Administration, inspection and operation of environmental concerns.

Administration, inspection and operation of town planning and regional development services.

Maintenance and provision of works depot, machinery, equipment and inventory for works.



253,100 253,100 253,100 253,100 253,100 253,100 253,100 253,100 253,100 3,753,500(256,100) (256,100) (256,100) (256,100) (256,100) (256,100) (256,100) (256,100) (256,100) (3,841,500)

7,261,500 7,548,400 7,841,000 8,139,500 8,444,000 8,754,600 9,071,300 9,394,400 9,724,000 114,144,700258,100 258,100 258,100 258,100 258,100 258,100 258,100 258,100 258,100 4,041,700

6,468,600 7,002,400 7,087,900 7,175,100 7,664,000 7,754,700 7,847,200 7,941,600 8,037,900 104,273,1001,302,300 1,302,300 1,302,300 1,302,300 1,302,300 1,302,300 1,302,300 1,302,300 1,302,300 19,731,2003,889,900 4,248,600 4,257,300 4,266,000 4,274,700 4,283,400 4,292,100 4,300,800 4,309,500 61,864,800(294,700) (294,700) (294,700) (294,700) (294,700) (294,700) (294,700) (294,700) (294,700) (4,420,500)

3,128,400 3,143,400 3,158,400 3,173,400 3,188,400 3,203,400 3,218,400 3,233,400 3,248,400 46,858,900(754,000) (754,000) (754,000) (754,000) (754,000) (754,000) (754,000) (754,000) (754,000) (11,310,000)

21,257,100 22,451,500 22,853,300 23,262,700 24,079,800 24,504,800 24,937,700 25,378,900 25,828,500 335,095,900

Version 2010.08.09 72

Targeted Outcomes

Recognition of climate change

Council buildings and facilities that meet community needs

Assets and infrastructure managed over the long-term to meet current and future needs

A natural environment and bushland that is sustained, enhanced and strengthened


Safe and effective disposal of domestic wastewater and stormwater

Best practice integrated waste management

Long-term planning and development that is guided by a balance between economic, social andenvironmental objectives

Diverse and attractive development that is integrated with the distinctive character of the City

Attractive and user-friendly streetscapes and open spaces

Safe and efficient movement of goods, services and people

A revitalised City of Armadale

-

$5,000k

$10,000k

$15,000k

$20,000k

$25,000k

2011 2014 2017 2020 2023

City of Armadale


.Development Services 346,000 346,000 380,800 415,600 450,400 485,200Engineering Design 724,900 724,900 724,900 724,900 724,900 724,900Infrastructure 354,200 354,200 354,200 354,200 354,200 354,200Project Co-ordination 0 0 0 0 0 0Public Relations 263,600 263,600 263,600 263,600 263,600 263,600Subdivisions 97,900 97,900 97,900 97,900 97,900 97,900....Required Municipal Funds 1,786,600 1,786,600 1,821,400 1,856,200 1,891,000 1,925,800

73

Services (Primary)

Engineering Design

Administration of the Executive Director of Development Services' Office, including specialist projects relatingto the Development Services Directorate.

Financial Details

Public Relations

Administration and application of major planning projects, currently the North Forrestdale DevelopmentContribution Plan.

Development Services

A strong local economy improves local employment opportunities and provides a broader range of services,facilities and infrastructure to the benefit of both the business and residential sectors.

Economic Growth

Scope

Engineering analysis and associated design of Council works, generally associated with Civil Works, Parksand Subdivisions.

InfrastructurePlanning associated with new infrastructure assets, including those relating to the Civil Works and Subdivisionareas.

Project Co-ordination

Planning and engineering requirements associated with new subdivisions.Subdivisions

Corporate marketing and promotion, including newsletters, media releases, corporate image development andmarketing plans.



520,000 554,800 589,600 624,400 659,200 694,000 728,800 763,600 798,400 8,356,800724,900 724,900 724,900 724,900 724,900 724,900 724,900 724,900 724,900 10,873,500354,200 354,200 354,200 354,200 354,200 354,200 354,200 354,200 354,200 5,313,000

0 0 0 0 0 0 0 0 0 0263,600 263,600 263,600 263,600 263,600 263,600 263,600 263,600 263,600 3,954,00097,900 97,900 97,900 97,900 97,900 97,900 97,900 97,900 97,900 1,468,500

1,960,600 1,995,400 2,030,200 2,065,000 2,099,800 2,134,600 2,169,400 2,204,200 2,239,000 29,965,800

Version 2010.08.09 74

Targeted Outcomes

A dynamic and diverse local economy

Strong and profitable local business

A skilled, mobile and diverse workforce

Local, national and international recognition

A well developed relationship with industry, commerce and government

Infrastructure that supports sustainable economic development


-

$600k

$1,200k

$1,800k

$2,400k

$3,000k

2011 2014 2017 2020 2023

City of Armadale


.Chief Executive Officer 1,318,600 1,401,500 1,331,200 1,470,900 1,400,600 1,540,300Corporate Services 511,600 511,600 546,400 581,200 616,000 650,800Finance 1,551,700 1,262,800 1,286,800 1,284,700 1,284,700 1,378,200Governance and Administration 1,402,700 1,402,700 1,402,700 1,402,700 1,356,700 1,336,700Human Resources 950,400 950,400 950,400 950,400 950,400 950,400IT Services 2,269,500 2,269,500 2,269,500 2,269,500 2,269,500 2,269,500Rates 129,800 (77,600) (77,600) 129,800 (77,600) (77,600)...Required Municipal Funds 8,134,300 7,720,900 7,709,400 8,089,200 7,800,300 8,048,300

75

Good Governance and Management

Chief Executive OfficerAdministration of the Chief Executive's Office and the Members of Council, including core organisationalservices, leadership and strategic direction.

Human Resources

Administration, and maintenance, of rate records and rating valuations.

Scope

High quality, professional governance and leadership, together with effective administration of Councilresources, are essential to the success of the City.

Administration of the Executive Director of Corporate Services' Office, including specialist projects relating tothe Corporate Services Directorate.

Finance

Governance and Administration

IT Services

Administration and operation of all corporate finance related matters, including cash receipting, billing, fundsinvestment, creditor payment and corporate finance systems.

Provision of governance services, such as policy document preparation, statutory reviews and maintenance ofregisters. Also includes the administration of the corporate office requirements, including reception, recordkeeping, photocopying, stationery and insurance related matters.

Administration and co-ordination of all corporate Human Resource related matters, including corporate training,occupational safety and health advisement, and staff recruitment.

Corporate Services

Services (Primary)

Provision, operation and maintenance of core computer systems, software and hardware management,printing and consumables, telephones and communications networks.

Financial Details

Rates



1,470,000 1,609,700 1,539,400 1,679,100 1,608,800 1,748,500 1,678,200 1,817,900 1,747,600 23,362,300685,600 720,400 755,200 790,000 824,800 859,600 894,400 929,200 964,000 10,840,800

1,378,200 1,396,100 1,414,200 1,414,400 1,414,400 1,414,400 1,414,400 1,414,400 1,414,400 20,723,8001,316,700 1,296,700 1,276,700 1,236,700 1,236,700 1,236,700 1,236,700 1,236,700 1,236,700 19,614,500

950,400 950,400 950,400 950,400 950,400 950,400 950,400 950,400 950,400 14,256,0002,269,500 2,269,500 2,269,500 2,269,500 2,269,500 2,269,500 2,269,500 2,269,500 2,269,500 34,042,500

129,800 (77,600) (77,600) 129,800 (77,600) (77,600) 129,800 (77,600) (77,600) (127,000)

8,200,200 8,165,200 8,127,800 8,469,900 8,227,000 8,401,500 8,573,400 8,540,500 8,505,000 122,712,900

Version 2010.08.09 76

An informed and engaged community

Professional and motivated staff in a safe and supportive environment

Effective and efficient administrative services

Innovative and accessible customer services and information systems


Targeted Outcomes

Good governance and leadership

Effective strategic and business planning

Financial sustainability and accountability for performance

-

$2,000k

$4,000k

$6,000k

$8,000k

$10,000k

2011 2014 2017 2020 2023

City of Armadale


Opening Balance ((Surplus) / Deficit) (1,685,315) 0 0 0 0 0

Corporate Funds.Corporate Funds (3,486,585) (4,462,200) (4,355,600) (9,442,800) (4,095,700) (3,982,700)Leasing (332,600) (332,600) (332,600) (332,600) (332,600) (332,600)Loans 1,973,800 1,113,400 1,113,600 6,316,400 821,800 743,100Rate Revenue (34,789,200) (36,901,700) (38,161,600) (39,828,000) (41,632,600) (43,465,100)Reserve Funds 1,853,800 3,781,700 2,930,200 2,690,500 2,927,300 3,802,600.Net Effect - Corporate Funds (34,780,785) (36,801,400) (38,806,000) (40,596,500) (42,311,800) (43,234,700)

Key Projects.Abbey Road / Railway Avenue Link 0 0 0 0 0 0Aquatic Centre Upgrade 0 139,200 265,800 402,200 402,200 402,100Armadale District Hall Upgrade 0 0 105,800 763,200 518,300 518,200Armadale Youth Activity Area 260,000 0 53,000 53,000 53,000 53,000Bakers House Refurbishment 0 98,600 115,800 115,900 115,900 115,900Equestrian Club Facilities (Palomino Park) 0 0 52,400 52,300 52,400 52,400Frye Park Redevelopment (Stage 2) 153,000 277,900 277,800 277,800 277,900 277,900Golf Course Redevelopment 0 37,000 118,400 173,800 99,800 99,800Harrisdale (North) Community and Sporting Facility 0 0 0 0 0 0Hilbert District Community Centre 0 0 0 0 0 30,000Hilbert (West) Community Centre 0 0 0 0 0 0Indoor Aquatic Facility 0 0 0 0 0 0Kelmscott Library Relocation 0 0 0 0 196,000 365,900Piara Waters (North) Community and Sporting Facility 0 130,100 212,100 468,600 468,600 468,600Piara Waters (South) Community and Sporting Facility 0 0 0 0 0 0Piara Waters (South East) Community and Sporting Facility 0 0 0 0 0 0Wungong Regional Recreation Facility 0 200,000 0 0 550,000 750,000.Net Effect - Key Projects 413,000 882,800 1,201,100 2,306,800 2,734,100 3,133,800

Key Strategies.Additional Staff Resourcing 448,800 691,000 877,400 829,100 884,200 838,100Civic Precinct Provisioning 0 0 294,800 0 839,800 608,800Community Sport and Recreation Facilities Fund Initiatives 8,500 67,500 75,000 82,500 90,000 97,500Cultural / Performing Arts Provisioning 0 0 0 0 0 0Freehold Land Sales and Investment 0 0 0 0 0 0Loan Borrowings (675,000) (577,800) 194,300 194,200 194,200 194,200Public Open Space Land Sales 0 0 0 0 0 0Recreational Reserves Development 0 0 0 0 150,000 172,500Specified Area Additional Services - Champion Lakes 91,500 80,400 74,800 69,000 63,300 63,300Specified Area Additional Services - Piara Waters / Harrisdale 354,100 387,500 445,600 462,100 481,900 481,900Specified Area Additional Services - Wungong 0 40,000 80,000 120,000 160,000 232,800.Net Effect - Key Strategies 227,900 688,600 2,041,900 1,756,900 2,863,400 2,689,100

Ongoing Services and Programs.Community Wellbeing 6,249,300 6,212,200 6,202,200 6,435,800 6,498,300 6,567,700Enhanced Natural and Built Environments 19,655,000 19,510,300 19,830,000 20,151,600 20,524,700 20,870,000Economic Growth 1,786,600 1,786,600 1,821,400 1,856,200 1,891,000 1,925,800Good Governance and Management 8,134,300 7,720,900 7,709,400 8,089,200 7,800,300 8,048,300.Net Effect - Ongoing Services and Programs 35,825,200 35,230,000 35,563,000 36,532,800 36,714,300 37,411,800

Closing Balance ((Surplus) / Deficit) 0 0 0 0 0 0

77

Financial Summary

(All values stated as net Municipal Funds)



0 0 0 0 0 0 0 0 0 (1,685,315)

(3,907,000) (3,853,200) (3,919,400) (3,989,300) (4,096,700) (4,213,100) (4,338,500) (4,541,400) (4,541,400) (67,225,585)(332,600) (332,600) (332,600) (332,600) (332,600) (332,600) (332,600) (332,600) (332,600) (4,989,000)699,500 699,700 668,500 668,400 271,900 271,700 271,800 211,800 105,600 15,951,000

(45,223,200) (47,011,900) (48,832,200) (50,684,500) (52,568,900) (54,486,100) (56,436,600) (58,418,800) (60,401,000) (708,841,400)4,489,200 5,189,300 5,454,000 5,529,100 5,680,300 5,779,700 4,808,400 4,996,600 4,997,100 64,909,800

(44,274,100) (45,308,700) (46,961,700) (48,808,900) (51,046,000) (52,980,400) (56,027,500) (58,084,400) (60,172,300) (700,195,185)

0 0 0 0 0 0 0 0 0 0402,200 402,200 402,100 402,200 402,200 402,200 402,200 402,200 402,200 5,231,200518,200 518,200 518,200 518,200 518,200 518,200 412,400 412,400 412,400 6,251,90053,000 53,000 53,000 53,000 53,000 53,000 53,000 53,000 53,000 949,000

115,900 115,900 115,900 115,900 115,900 66,300 66,300 66,300 66,300 1,406,80052,400 52,300 52,400 52,300 52,400 52,300 52,300 52,300 52,400 680,600

277,900 277,800 277,800 277,800 277,900 277,900 277,800 277,800 277,900 4,042,90099,800 99,700 99,700 99,800 99,800 99,800 85,400 71,000 71,000 1,354,800

0 0 93,400 93,400 93,400 93,400 93,400 93,400 93,400 653,800240,000 120,000 120,000 120,000 120,000 120,000 120,000 120,000 120,000 1,230,000

0 0 10,000 290,000 105,000 75,000 75,000 75,000 75,000 705,0000 0 0 389,200 1,388,800 2,915,300 3,187,800 3,187,800 3,187,700 14,256,600

350,900 350,700 350,700 350,800 350,900 350,700 350,800 350,800 323,400 3,691,600468,600 468,600 468,700 468,600 468,600 468,600 468,600 468,600 468,600 5,965,500

0 197,300 381,200 381,200 381,300 381,200 381,200 381,200 381,200 2,865,8000 0 0 0 93,400 93,400 93,400 93,400 93,400 467,0000 0 0 0 745,000 740,000 740,000 740,000 740,000 5,205,000

2,578,900 2,655,700 2,943,100 3,612,400 5,265,800 6,707,300 6,859,600 6,845,200 6,817,900 54,957,500

865,100 838,100 865,100 838,100 865,100 838,100 865,100 838,100 865,100 12,246,500901,400 522,600 1,269,800 1,511,900 1,283,700 1,076,400 3,251,800 4,743,400 6,219,200 22,523,600105,000 112,500 120,000 127,500 135,000 142,500 150,000 157,500 165,000 1,636,000500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 4,500,000

0 0 0 0 0 0 0 0 0 0194,300 194,300 194,300 194,300 194,200 97,100 0 0 0 592,600

0 0 0 0 0 0 0 0 0 0195,000 217,500 240,000 262,500 285,000 307,500 330,000 352,500 375,000 2,887,50063,300 63,300 63,300 63,300 63,300 63,300 63,300 63,300 63,300 1,012,000

481,900 481,900 481,900 481,900 481,900 481,900 481,900 481,900 481,900 6,950,200317,500 407,300 497,000 574,100 650,700 727,700 791,800 856,000 920,100 6,375,000

3,623,500 3,337,500 4,231,400 4,553,600 4,458,900 4,234,500 6,433,900 7,992,700 9,589,600 58,723,400

6,653,800 6,703,400 6,775,900 6,845,300 6,914,700 6,997,700 7,053,500 7,122,900 7,192,300 100,425,00021,257,100 22,451,500 22,853,300 23,262,700 24,079,800 24,504,800 24,937,700 25,378,900 25,828,500 335,095,9001,960,600 1,995,400 2,030,200 2,065,000 2,099,800 2,134,600 2,169,400 2,204,200 2,239,000 29,965,8008,200,200 8,165,200 8,127,800 8,469,900 8,227,000 8,401,500 8,573,400 8,540,500 8,505,000 122,712,900

38,071,700 39,315,500 39,787,200 40,642,900 41,321,300 42,038,600 42,734,000 43,246,500 43,764,800 588,199,600

0 0 0 0 0 0 0 0 0 0

Version 2010.08.09 78

City of Armadale

79

Service planning - how an organisation prioritises what services are required to meet needs

Asset management planning - process to ensure service delivery is financially sustainable

Financial planning - the 'how-to' fund the service and asset management planning areas

The City has an Asset Services Group that is tasked with the management of the issues as outlined above withcommunity engagement, asset management plans and the Plan for the Future being key tools and outcomesdemonstrating the City's sound approach towards sustainability.

What is our current situation?

The City of Armadale is well on its way to understanding, and addressing, the two issues of asset managementand financial management, and, more importantly, the interrelationships between the two.

The process, however, is one that has no end. The key success factor when approaching the issue ofsustainability and asset renewal is to appreciate that the goal posts are continually changing and what isrelevant today is not necessarily likely to be relevant tomorrow.

The planning associated with handling the issues is continually evolving, with focus and results on the followingareas continually occurring -

future renewal funding positions.

Asset management reports on sustainability in several ways, including -

The financial management perspective is that of maintaining operating capacity, which requires maintainingboth infrastructure and financial capital.

Asset management's objective of obtaining sustainable service delivery and the financial management'sobjective of maintaining operating capability are one and the same.

An organisation is considered sustainable if its infrastructure capital and financial capital are able to bemaintained over the long-term.

The objectives of providing services from infrastructure in a financially sustainable manner requires a jointapproach from an asset management and financial management point of view.

The task of asset management is to -

provide present and future services required or sought by the community,

at the service level and cost that the community is willing to pay,

where the cost is based on minimising life cycle cost for any given service level.

The task of financial management is to ensure that the services needed by the community are able to befunded in a financially sustainable, affordable and equitable manner.

The task of financial management is to ensure that the services needed by the community are able to befunded in a financially sustainable, affordable and equitable manner.

projected trends in services and service levels, and

Explained

Asset Sustainability Summary

Several infrastructure and financial sustainability studies have been published in Australia over the last fewyears, with a report prepared by Price Waterhouse Coopers for the Australian Local Government Associationconcluding that around 35% of Australian councils are not financially sustainable.

The general findings of this report also showed that, on average, Australian local governments haveapproximately 9% more assets than they can serve with current income.


Asset Class 1-3 4-6 7-9 10-12 13-15

105% 139% 146% 153% 160%0% 28% 67% 103% 137%

22% 62% 93% 124% 156%24% 37% 78% 108% 94%

102% 91% 91% 78% 83%

Version 2010.08.09 80

This ratio should be considered in conjunction with other indicators, and not in isolation.

Years

The calculation of the Asset Sustainability Ratio is derived by dividing the Capital Renewal Expenditure by theapplicable Depreciation expense for any given period.

If Capital Renewal Expenditure, or replacement, is at least equal to depreciation on average over time (i.e.100%), then the City is ensuring the value of existing stock of physical assets is maintained. A target ofbetween 90% - 100% is the ideal range when all assets are already at that level of quality determined asthe acceptable service level. When it is that the assets are not at that level, then this ratio may need to beat a level greater than 100%. Any levels below this range indicate that assets are not being renewed at therate they are wearing out.

DrainagePathwaysParks and ReservesBuildings

The following table highlights the ratios as they relate to the differing asset classes for the current position ofthe City, including the consideration of where the City will be at the end of this Plan for the Future period, andshould be read noting the assumptions made above -

Roads

The use of material, long-term assets in calculations to the exclusion of others. Assetssuch as roads, drainage, pathways, parks and reserves, and buildings are considered material,long-term assets whereas furniture and equipment and plant and machinery are not, and havenot been included in these calculations.

The Asset Sustainability Ratio

In order to determine where Council's are with regards to addressing the asset sustainability and renewalissues, a number of key indicators have been developed - one of those is the Asset Sustainability Ratio - thepurpose, of which, is to measure whether assets are being replaced at the rate they are wearing out.

The use of information that we have today, we know will be different tomorrow. The rateat which the City is changing means that we, as a City, already know the data held is,figuratively speaking, 'out-of-date'. The values used, therefore, indicate an 'as-of-today'approach, which, should the same exercises be run tomorrow, a new set of outcomes is likely.

Gifted assets (those for which the City has not been required to make payment for but, bydefault, becomes the 'owner' at some point in the future) are, as yet, unknown andtherefore not included. These include the likes of subdivision roads, public open space etcwhere no accurate provision can readily be made but will, therefore, be an additional asset tomaintain in the future.

Reporting assumptions

Due to the complexity of calculating subjective matters associated with community engagement, difficulties inmeasuring the asset renewal requirements associated with individual components of infrastructure classes,and the continuing evolution of the issues and associated tasks, assumptions must be made.

Some of these include -

Usage of depreciation rates that are considerably 'simple' in their approach. The use ofmore detailed individual rates of depreciation for each individual component of an asset class isa target of the City. An example of this includes, for instance, the current need to depreciate thevalue of a building at one entire rate, whereas a more thorough method of depreciating theindividual components of that building at differing rates, thus reflecting their individual useful lifecycles, is the preferred option.

City of Armadale

Roads 2013 2016 2019 2022 2025189,871,432 191,863,932 193,953,632 196,146,232 198,448,032161,241,456 167,682,390 175,070,510 183,465,360 192,929,91428,629,976 24,181,542 18,883,122 12,680,872 5,518,118

85% 87% 90% 94% 97%

Drainage 2013 2016 2019 2022 202534,569,976 36,129,976 37,689,976 39,249,976 40,809,97625,721,124 25,744,525 26,574,327 28,210,528 30,653,1308,848,852 10,385,451 11,115,649 11,039,448 10,156,846

74% 71% 71% 72% 75%

Pathways 2013 2016 2019 2022 20259,401,060 10,211,060 11,021,060 11,831,060 12,641,0605,001,727 5,250,768 5,940,009 7,158,750 9,001,9914,399,333 4,960,292 5,081,051 4,672,310 3,639,069

53% 51% 54% 61% 71%

Parks and Reserves 2013 2016 2019 2022 202576,225,157 79,276,257 86,137,757 91,888,957 96,786,75726,027,039 23,242,657 27,857,266 34,492,027 38,759,14050,198,118 56,033,600 58,280,491 57,396,930 58,027,617

34% 29% 32% 38% 40%

Buildings 2013 2016 2019 2022 202547,845,127 55,044,887 66,601,467 95,294,867 100,614,58745,072,456 51,681,479 62,553,544 88,895,575 92,224,3912,772,671 3,363,408 4,047,923 6,399,292 8,390,196

94% 94% 94% 93% 92%

Total Assets 2013 2016 2019 2022 2025357,912,752 372,526,112 395,403,892 434,411,092 449,300,412263,063,802 273,601,818 297,995,656 342,222,240 363,568,56694,848,950 98,924,294 97,408,236 92,188,852 85,731,846

73% 73% 75% 79% 81%

81

Difference

Total ValueBook Value + Renewal Difference

Difference

Total ValueBook Value + Renewal

Difference


The above information indicates that the quality of the major assets (as a total) has improved from 73% to avalue of 81%.

Difference


Some important points to note when assessing the above figures are -


Target service renewal levels have not yet be determined. The individual ratios that areshown above against each Asset Class show the quality at which each Asset is maintained.Effectively, the closer to 100% the closer to 'perfect' an asset is maintained at, which may beconsidered an ineffective use of funds. Acceptable levels are required to be established in orderto fully utilise these tables and best allocate scarce resources.

Total Value

Data confidence is under constant review. The Total Value of assets is reviewed on acontinual basis to determine relevance and accuracy. A number of Asset Classes areundergoing major reviews for Total Value purposes, and any changes resulting from thesereviews are not reflected in the above.

Book Value + Renewal Difference

Low ratios do not necessarily represent poor renewal scheduling. It is important to notethat, due to the extensive change the City is undergoing, and the addition of new Buildings andParks and Reserves at such an aggressive rate, low ratios may be expected for some time asrenewal occurs over the full life cycle of the additional assets.

Written Down Value (Book Value) vs Total Asset Value

The difference between the Written Down Value (Book Value) and the Total Asset Value is a worthwhileindicator of where the City is travelling in order to meet renewal requirements on the physical stock of assetsthat it holds.

The following data demonstrates that, over the life of this Plan for the Future , the quality of the major assetsheld by the City will be improved - in terms of overall renewal of assets.

Plan for the Future - Version 2010.08.09 · Plan for the Future 2011 - 2025 Version 2010.08.09 2 Some of the stand-out developments and initiatives that have occurred over the last

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